hansen technologies fy19 appendix 4e and financial report

Appendix 4E (pursuant to ASX Listing Rule 4.3A)

Financial Report for the year ended 30 June 2019

Hansen Technologies Limited ABN 90 090 996 455

Reporting period 30 June 2019

Previous corresponding period 30 June 2018

Results for announcement to the market

Year ended 30 June (consolidated)

2019 Movement 2018

$A’000s $A’000s (%) $A’000s

Revenue from ordinary activities 231,324 ▲ 508 (0.2%) 230,816

Profit from ordinary activities after tax attributable to members

21,465 ▼ 7,385 (25.6%) 28,850

Statutory net profit after tax attributable to members 21,465 ▼ 7,385 (25.6%) 28,850

Underlying net profit after tax attributable to members (1) 24,011 ▼ 5,516 (18.7%) 29,527

(1) Underlying net profit after tax excludes separately disclosed items. Further details of the separately disclosed items are outlined in note 4 to the

Financial Report.

Dividends

Amount per share Franked amount per share

(cents) (cents)

2018 final dividend (paid 27 September 2018)1 4.0 4.0

2019 interim dividend (paid 29 March 2019) 3.0 3.0

2019 final dividend (to be paid 26 September 2019) 3.0 2.6 1The final dividend paid of 4 cents per share, franked to 4 cents, comprised of an ordinary dividend of 3 cents per share, together with a special dividend of 1 cent per share.

2019 final dividend dates

Record date for determining entitlements to the dividend 4 September 2019

Last date for receipt of election notices for participation in the dividend or DRP 5 September 2019

Payment date 26 September 2019

Dividend Reinvestment Plan (DRP)

A Dividend Reinvestment Plan has been established to provide shareholders with the opportunity to reinvest dividends in new shares rather than receiving cash. Details of Hansen’s Dividend Reinvestment Plan including the share pricing methodology is available online at https://hansencx.com/about/investor-relations. The price for shares to be applied for in accordance with the DRP plan for this dividend shall be the full undiscounted value as prescribed by the plan. The conduit foreign income component of this dividend is nil.

Net tangible assets per security Year ended 30 June (consolidated)

2019 2018

Net tangible assets per security (57.9) cents (0.7) cents

The Group’s asset base comprises primarily of software (as with most technology companies) and goodwill from

acquisitions. During the year, intangible assets of $159.9 million were acquired as part of the acquisition of Sigma

Systems, with the acquisition funded by a debt facility. These intangibles, combined with our borrowings base, resulted in

net tangible asset backing per security being negative for both 30 June 2019 and 30 June 2018.

Other information

The Group gained control of the Sigma Systems group of entities on 1 June 2019. Further details of the acquisition are disclosed in the attached financial report.

Additional Appendix 4E disclosure requirements can be found in the notes to the financial report and the Directors’ Report for the year ended 30 June 2019. Information should be read in conjunction with Hansen Technologies Limited’s 2019 Annual Report and the attached financial report. This report is based on the consolidated financial report for the year ended 30 June 2019 which has been audited by RSM Australia Partners with the Independent Auditor’s Report included in the financial report.

https://hansencx.com/about/investor-relations

HANSEN TECHNOLOGIES LIMITED

AND CONTROLLED ENTITIES

ABN 90 090 996 455

FINANCIAL RESULTS

FOR THE YEAR ENDED 30 JUNE 2019

INDEX

Chairperson and Chief Executive Officer Joint Report

........................................................................................................................................... 4 – 5

Information on Directors and Company Secretary

........................................................................................................................................... 6 – 7

Directors Report

........................................................................................................................................... 8 – 13

Remuneration Report

........................................................................................................................................... 14 – 26

Auditor's independence declaration

........................................................................................................................................... 27

Financial report

Statement of comprehensive income

................................................................................................................................. 29

Statement of financial position

................................................................................................................................. 30

Statement of changes in equity

................................................................................................................................. 31

Statement of cash flows

................................................................................................................................. 32

Notes to financial statements

................................................................................................................................. 33 – 80

Directors' declaration

........................................................................................................................................... 81

Independent auditor’s report

........................................................................................................................................... 82 – 85

Hansen Technologies Limited 30 June 2019 Financial Report

4

CHAIRPERSON AND CHIEF EXECUTIVE OFFICER

JOINT REPORT

We are pleased to present the Annual Report for Hansen Technologies Limited for

financial year ended 30 June 2019 (FY19).

2019 has been a very exciting year with continued change being experienced across the globe in the market segments

Hansen focuses on, being Utilities and Communications.

In the Utilities sector, the production of green energy continues to rapidly evolve with increased awareness and demand

for the product with advances in technology lowering the cost of production, improving grid integration and increasing

retail demand for the product. Hansen has continued to ensure that product development is addressing our customers’

ability to add new products to their customer offering and address the emerging billing complexity.

In the Communications market, technology churn continues to accelerate with the world’s reliance on smart devices and

our desire to interact with the world increasing the demand for a broader range of innovative offerings. In recent years,

this has manifested itself in various entertainment options being delivered to us on our mobile devices together with an

explosion in the number of apps allowing us to interact with each other on a level never seen before. This is set to

continue as faster platforms like 5G provide us with connection speeds enabling higher levels of connectivity and

complexity. These developments continue to increase the level of bundling offered by our customers and has increased

the level of complexity required to be addressed by the customer care and billing system provided by Hansen. Hansen’s

recent acquisition of Sigma Systems specifically provides a solution to address a provider’s ability to expand its offering

and deliver competitive solutions quickly into the evolving market.

Operational highlights

In FY19, the business achieved a significant number of operational highlights:

▪ A major contract win to deliver our second billing system in Finland, following the go-live of the first system earlier in

the year;

▪ A major contract win to deliver the next generation Meter Data Management (MDM) solution in Sweden;

▪ As the existing MDM solution provider for a large Australian energy distributor, we were chosen to deliver a new

network billing solution that unified metering and billing functionalities in a single system;

▪ We expanded our Vietnam Development centre and now have 100 employees (2018: 9 employees) supporting

Hansen products in the Nordic, Americas and the Asia-Pacific regions;

▪ The commencement of 8 client upgrades to the new version of our US municipalities billing system; and

▪ Developed our new analytics software-as-a-service (“SaaS”) product for the utilities sector in the Nordic region which

is continuing to gain momentum with some 20 customers now using the product;

Financials

A$ million FY19 FY18 Variance (%)

Operating revenue 231.3 230.8 0.2%

Underlying EBITDA (1) (3) 55.8 60.0 (7.0%)

Underlying NPAT (3) 24.0 29.5 (18.7%)

Underlying NPATA (2) (3) 33.7 38.7 (12.9%)

Basic EPS based on underlying NPATA (cents) (2) 17.1 19.8 (13.6%)

(1) EBITDA is a non-IFRS term, defined as earnings before interest, tax, depreciation and amortisation, and excluding net foreign exchange gains (losses).

(2) NPATA is a non-IFRS term, defined as net profit after tax, excluding tax-effected amortisation of acquired intangibles. This is used to determine EPSa

as disclosed here and in the audited Remuneration Report.

(3) Underlying EBITDA, underlying NPAT and underlying NPATA exclude separately disclosed items, which represent the transaction and other

restructuring costs associated with the Sigma acquisition (2018: Enoro acquisition) and the exiting of a premises lease in the Americas. Further details of

the separately disclosed items are outlined in note 4 to the Financial Report.

Operating revenue for FY19 was $231.3 million, $0.5 million up on FY18. With Sigma contributing $5.0 million of revenue

in June (the first month since acquisition), revenues for the remainder of Hansen excluding Sigma were $4.5 million

lower. This decline was a result of lower non-recurring revenues, due primarily to both lower one-off licence fees and

reduced project work following the large body of work completed in the first half of FY18 associated with implementing

Power of Choice in Australia. Conversely, recurring revenues grew to represent 63% of total operating revenue.


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Underlying EBITDA for the year was $55.8 million, 7.0% down on the $60.0 million in FY18. This resulted in an

underlying EBITDA margin decline to 24.1% from 26.0% in FY18. Sigma only contributed a modest $0.1 million of

EBITDA in June, which we do not see as representative of the business going forward. Excluding Sigma, the underlying

EBITDA margin was 24.6%. This reduced margin was the direct result of the lower non-recurring revenue, as we were

able to maintain operating expenses at the same level as FY18, even after the investment in the Vietnam development

centre.

Acquisitions

Enoro, which was acquired in July 2017, continued to perform strongly in FY19 and has now been fully integrated into

the broader Hansen Group. With a number of major contract wins during the year, combined with the opportunities

provided by the dynamic Nordic energy market, the business is well placed to continue that growth in FY20.

Effective 1 June 2019, we acquired Sigma Systems based out of Toronto, Canada for $163.8 million, comfortably making

it our largest acquisition to date.

Founded in 1996, Sigma is a leading global provider of catalogue-driven software products for telecommunications,

media, and technology companies. The software products streamline complex product and service offerings and provide

a faster path to creating, selling & delivering new digital and traditional products and services – particularly relevant given

the proliferation of new communications products and services in today’s world, which will further be the case as 5G

gains momentum. The company has more than 70 customers and 500 employees, 280 of which are located in Pune,

India.

The combined offering of Hansen and Sigma enables us to address a larger part of our customers’ needs: from product

innovation and creation, customer quoting and ordering, right through to revenue management and customer care.

Cross-sell opportunities also exist with Hansen’s large utilities customer base, driven by the transformation occurring

within the utilities sector – which includes changes in energy pricing structures and an expansion of product offerings to

encompass new energy solutions and services such as solar power, electric car charging and battery storage.

Sigma was funded from a new $225 million loan facility, which was strongly supported by a syndicate of local and

international banks. At balance date, $35 million of the facility was unused and net debt stood at $148.3 million. While

this represents the highest level of debt the Group has ever had, given the strength of the Group’s cash generation we

are well placed to service this debt over coming years.

With the inclusion of Sigma into the broader Hansen portfolio, we are now very well balanced between our two primary

verticals: Utilities and Communications.

Our future

The recent additions of Enoro and Sigma have added significant breadth and depth to our global platform, with both

businesses expanding the Hansen footprint into exciting and dynamic market segments. We believe Enoro and Sigma

will drive future revenue growth.

Now, with more than 1500 employees we truly have the platform to leverage our Global Experience. We would like to

take this opportunity to thank all the dedicated Hansen team members worldwide who have once again put in a fantastic

effort during the year. The quality and commitment of our people are the foundation of our business and we are fortunate

to have such a large number of industry experts dedicated to the success of our business.

With the Utilities and Communications markets increasing in complexity, creating higher demand for more sophisticated

customer management and billing systems we believe Hansen is well placed for future growth.


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INFORMATION ON DIRECTORS AND COMPANY

SECRETARY

The qualifications, experience and special responsibilities of each person who has been a

Director of Hansen Technologies Limited at any time during or since the end of the

financial year are provided below, together with details of the Company Secretary as at the

year end.

Mr David Trude Non-Executive Director

Chairman since 2011

Director since 2011

Age 71

Mr Andrew Hansen Managing Director and CEO

Managing Director since 2000

Age 59

Mr Bruce Adams Non-Executive Director

Director since 2000

Member of the Remuneration Committee

Age 59

Ms Sarah Morgan Non-Executive Director

Director since 2014

Chair of the Audit and Risk Committee


Age 49

David has extensive experience in a variety of financial services roles within the banking and securities industries. He holds a degree in commerce from the University of Queensland and is a Member of many professional associations including the Stockbrokers and Financial Advisers Association of Australia and the Australian Institute of Company Directors.

David is also Non-Executive Chairman of E.L & C. Baillieu Limited, a Non-Executive Director of Chi-X Australia Limited and Non-Executive Director of ASX listed Acorn Capital Investment Fund Limited.

Andrew has over 35 years’ experience in the IT industry, joining Hansen in 1990. Prior to Hansen, he held senior management positions with Amfac-Chemdata, a software provider in the health industry.

Andrew led Hansen from its listing on the ASX in 2000 to today being a global business with a strong history of decades of strong profitability and growth.

Andrew is responsible for implementing the Group’s strategic direction and overseeing the everyday affairs of the Hansen Group.

Bruce has over 30 years’ experience as a commercial lawyer. He has practised extensively in the areas of information technology law and mergers and acquisitions and has considerable experience advising listed public companies. From 2002 until 2019, after more than 10 years as a partner of two Melbourne law firms, Bruce held the position as general counsel of Club Assist Corporation Pty Ltd, a worldwide motoring club service provider. Bruce holds degrees in Law and Economics from Monash University.

Sarah has extensive experience in the finance industry, primarily as part of independent corporate advisory firm Grant Samuel. Sarah has been involved in public and private company mergers and acquisitions, as well as equity and debt capital raisings. Sarah holds a degree in Engineering and a Masters of Business Administration from the University of Melbourne and is a Graduate of AICD.

Sarah is also Non-Executive Director of Intrepid Group, Whispir Limited, Adslot Limited, Future Generation Global Investment Company Limited, and the National Gallery of Victoria Foundation.


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Mr David Osborne Non-Executive Director

Director since 2006

Member of the Audit and Risk Committee

Age 70

Ms Jennifer Douglas Non-Executive Director

Director since 2017



Age 52

Mr David Howell Non-Executive Director

Director since 2018


Chair of the Remuneration Committee

Age 61

Ms Julia Chand General Counsel and Company Secretary

Company Secretary since 2014

Age 49

David is a Fellow of the Institute of Chartered Accountants, and a Fellow of the Australian Institute of Company Directors, with over 50 years of financial management, taxation and accounting experience in public practice. David’s experience includes having been the Audit Partner of his accounting practice and a Registered Company Auditor for over 25 years. He also has experience in the various aspects of risk management. David has a long-standing association with Hansen, having been a Board member for some years prior to the Company’s listing on the ASX in June 2000.

Jennifer has over 25 years’ experience in the technology and media industries. Jennifer started as a lawyer before holding senior executive roles including Executive Director of Telstra’s Customer Office, responsibility for Telstra’s $3 billion Fixed Voice business, and the establishment of technology support business Platinum. Jennifer holds degrees in Science and Law from Monash University, a Masters of Law and Masters of Business Administration from Melbourne University and is a Graduate of AICD. Jennifer is also a Non-Executive Director of Essential Energy, OptiComm Limited, the St Kilda Football Club and the Peter MacCallum Cancer Foundation.

David is a highly accomplished executive having worked across a number of industries including financial services, retail, oil marketing and social media. David has had roles as Managing Director, Board Director and Board Advisor across large corporates, SMEs and early stage businesses, including private equity.

David is also Non-Executive Chairman of Littlepay (an Australian fintech company) and a Non-Executive Director of Tiger Pistol Pty Ltd (a social media advertising technology business).

Julia joined Hansen Technologies in 2007 and plays a strategic role as General Counsel as well as Company Secretary. Julia has significant legal experience in IT, financial services and retail organisations. As Company Secretary she is responsible for the Company’s corporate and ASX obligations.

Unless stated, no Directors of Hansen Technologies Limited held any other Directorships of listed companies at any time during the three years prior to 30 June 2019.


8

DIRECTORS’ REPORT

The Directors present their report together with the Financial Report of the consolidated

entity (“the Group”), being Hansen Technologies Limited (“the Company”) and the entities

it controlled for the financial year ended 30 June 2019, and Auditor’s Report thereon. This

Financial Report has been prepared in accordance with Australian Accounting Standards.

Principal activities

The principal activities of the Group during the financial year were the development, integration and support of billing

systems software for the utilities, energy, pay-TV and telecommunications sectors. Other activities undertaken by the

Group include IT outsourcing services and the development of other specific software applications.

OPERATING AND FINANCIAL REVIEW

Review of operations

The Group’s operating performance for the fiscal year compared to last year is as follows:

2019 A$ Million

2018 A$ Million

Variance %

Operating revenue 231.3 230.8 0.2%

EBITDA(1) 53.0 59.3 (10.6%)

NPAT 21.5 28.9 (25.6%)

NPATA(1) 31.2 38.0 (17.9%)

Basic Earnings per Share (EPS) (cents) 10.9 14.8 (26.4%)

Basic EPSa(1) (cents) 15.8 19.4 (18.6%) (1) The Directors believe the information additional to IFRS measures included in the report is relevant and useful in measuring the financial performance of

the Group. These include: EBITDA, NPATA and EPSa. These measures have been defined in the Chairperson and Chief Executive Officer’s Joint Report

on page 4.

In 2019 the business continued to deliver strong results after the record 2018 year. Revenues and EBITDA were in line

with guidance. Further details on the Group’s results are outlined in the Chairperson and Chief Executive Officer’s Joint

Report on page 4.

On 1 June 2019, Hansen acquired the Sigma Systems business (“Sigma”) and one month of these results are included

in the FY19 result. Also included in the results are the transaction and other restructuring costs related to the acquisition,

which we have identified as separately disclosed items in our results.

This acquisition has also resulted in the re-balancing of the Group’s market portfolio which, post the acquisition of Enoro

in FY18, was initially weighted towards the utilities sector. With Sigma’s revenues concentrated in the communications

sector, the Group’s revenue portfolio is now rebalanced to ensure greater diversification across multiple industries,

regions and clients.

The Group has generated operating cash flows of $39.7 million, which has been used to retire external debt and fund

dividends of $12.6 million during the financial year. With the introduction of a higher level of debt in June 2019 to fund the

Sigma acquisition, the Group has, for the first time, used the strength of the Group’s balance sheet to fund 100% of an

acquisition. With the Group’s strong cash generation, Hansen is well placed to service and retire the debt over the

coming years.

Billing segment

The Billing segment represents a major part of the Group’s business operations, delivering $218.4 million of revenue in

2019 (2018: $217.3 million), which translates into a 0.5% increase. Segment profit before tax was $36.7 million in 2019

(2018: $40.2 million), representing an 8.7% decrease. Sigma’s revenues relating to the month of June 2019 is also

included in this segment.

Other activities

Last year, the Group separated its Customer Care call centre services in the United States from the Billing segment and

aggregated these services with its existing data hosting business to form an “Other” segment. This change allowed our

segment results to more closely align with our core Billing Solutions business.


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Segment revenues from other activities was $12.9m in 2019 (2018: $13.6 million), representing a 5.1% decrease for the

year. This 5.1% decrease in revenues resulted from expected reduction in business activity associated with the

Customer Care call centre. Segment profit before tax was $1.6 million for 2019 (2018: $1.4 million).

Significant changes in the state of affairs

There have been no significant changes in the Group’s state of affairs during the financial year.

Events after balance sheet date

No matters have arisen between the end of the financial year and the date of this report that have significantly affected or

may significantly affect the operations of the Group, the results of those operations or the state of affairs of the Group in

future years.

Opportunities and Business Risks

The business remains committed to increasing shareholder value and the recent acquisition of Sigma is aligned with this

objective. We believe the opportunities to grow the Group’s organic revenues and win new clients is enhanced with this

acquisition.

The Energy and Communications markets are undergoing further change and are increasing in complexity. Regulation

and other changes such as solar provisioning, smart metering, energy market settlements and the introduction of next-

generation 5G network technology puts greater demands for highly complex and sophisticated billing systems and

enhanced functionality that can keep abreast of market changes.

Organic and strategic growth opportunities within the business for above trend performance include, but are not limited

to:

▪ A higher than expected demand for services from customers from changing business needs;

▪ Significant new customers due to increased marketing efforts and product innovation;

▪ Greater take up of product upgrades from existing customers; and

▪ A higher than expected conversion rate associated with targeted acquisitions.

To ensure our goals are achieved, the Group continues to refer to the robust risk framework that is continually monitored,

managed and responded to. As the Group continues to grow, we continue to identify, control, plan, and co-ordinate

effective responses to a wide array of risks which include, but are not limited to the following:

▪ Security or data incidents: As a technology-focused business, managing security and taking care of customer data is

essential. To manage the risk of damaging security incidents, we have appropriate data management, security and

compliance policies, procedures and practices in place.

▪ Loss of customers: While loss of customers due to market competition is a risk to the business, we manage this risk

by ensuring we are focused on meeting our customers’ expectations for system performance and service delivery,

and by having a globally diverse customer base across various industry sectors.

▪ Decline in international market conditions: As a business with international operations, we have exposure to

currency fluctuations, which we monitor and manage; and

▪ Investment opportunities: The Group has an active M&A program. Potential investments may carry execution and

integration risks, and this is managed via maintaining a highly experienced M&A team with a proven track record of

business integration and value generation.

We manage risks by monitoring our market place and global conditions.

Outlook and likely developments for FY20

Hansen will continue to pursue its operating strategy of providing billing and related data management solutions to our

targeted segments while assessing appropriate acquisitions to enhance shareholder value.

Items of specific focus for 2020 include:

▪ Successfully completing the integration of the Sigma business into the broader Hansen platform;

▪ Investigate and develop cross-selling opportunities into the Utilities market and leverage our investment in Sigma’s

intellectual property; and

▪ Leverage the Group’s network of low-cost development centres to improve both customer delivery and Hansen

margins.


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Environmental regulations and climate change

The Group’s operations are not subject to any significant environmental Commonwealth or State regulations or laws. The

Group is aware of the general risks associated with climate change and continues to be committed to operating

sustainably. However, the Group’s operations are not significantly impacted by any environmental factors.

Corporate Governance Statement

Hansen and the Board are committed to achieving and demonstrating the highest standards of corporate governance.

Hansen has reviewed its corporate governance practices against the Corporate Governance Principles and

Recommendations (3rd edition) published by the ASX Corporate Governance Council.

A description of the group's current corporate governance practices is set out in the Group's corporate governance

statement, which can be viewed at https://hansencx.com/about/investor-relations.

Dividends paid, recommended and declared

A final dividend of 3 cents per share has been declared, partially franked to 2.6 cents, representing a 3 cents per share

regular dividend. The final dividend was announced to the market on 23 August 2019 with payment to be made on 26

September 2019.

The amount declared has not been recognised as a liability in the accounts of the Company as at 30 June 2019.

Dividends paid during the year, excluding dividends reinvested as part of the Company’s Dividend Reinvestment

Program (DRP):

▪ 3 cents per share fully franked interim dividend paid 29 March 2019, totalling $5,317,531; and

▪ 4 cents per share fully franked final dividend paid 27 September 2018, totalling $7,318,821 (representing 3 cents

ordinary dividend and a 1 cent special dividend).

This is consistent with the Board’s capital management policy that balances growth through acquisitions against the

payment of dividends.

Share options and performance rights

Options and performance rights over shares may be issued to key management personnel (KMP) as an incentive for

motivating and rewarding performance as well as encouraging longevity of employment. The issuing of options and

performance rights is intended to enhance the alignment of KMP with the primary shareholder objective of increasing

shareholder value.

Performance rights over unissued ordinary shares granted by the Company during the end of the financial year to the

KMP as part of their remuneration for the year ended 30 June 2019 are as follows:

Grant Date Number of Rights Granted(1)

Executives 2 July 2018

A Hansen 148,459

C Hunter 32,775

D Meade 32,935

G Taylor 31,563

N Fernando 31,238

Total 276,970 (1) The number of rights granted that will vest is conditional on achievement of targets under the LTI plan. Refer to the Remuneration Report for further

details.

There were no rights or options over unissued ordinary shares granted by the Company since the end of the financial

year to the KMP as part of their remuneration.

All grants of options and rights are subject to the achievement of performance measurements. Further details regarding

options and rights granted as remuneration are provided in the Remuneration Report.


11

Shares under options and performance rights

Unissued ordinary shares of the Company under options and rights at the date of this report are as follows:

Instrument Grant Date Vesting Date Expiry Date Exercise

Price

Number of Options / Rights

at Date of Report

Options 2 July 2014 2 July 2017 2 July 2019 $1.30 -

Options 2 July 2015 2 July 2018 2 July 2020 $2.67 925,000

Options 22 Dec 2016 31 August 2019(1) 22 Dec 2021 $3.59 - (2)

Rights 2 July 2017 31 August 2020(1) - Nil 355,318

Rights 2 July 2018 31 August 2021(1) - Nil 530,652 (1) The vesting date for options granted 22 Dec 2016, rights granted on 2 July 2017 and 2 July 2018 is the date on which the Board notifies the executive

that the options and rights have vested, after the outcomes for the measurement period have been determined and satisfaction of performance conditions

have been assessed. This is likely to be the dates as stated in the table.

(2) Options issued on 22 Dec 2016 did not meet the required performance measurement hurdles for these options to vest and/or be exercisable.

If the Company makes a bonus issue of securities to ordinary shareholders, each unexercised option or performance

right will, on exercise, entitle its holder to receive the bonus securities as if the option or performance right had been

exercised before the record date for the bonus issue.

Option and performance rights holders do not have any right, by virtue of the option or performance right held, to

participate in any share issue of the Company. Options and performance rights will not give any right to participate in

dividends or any voting rights until shares are issued upon the exercise of vested options or performance rights.

Shares issued on exercise of options and performance rights

The following ordinary shares of the Company were issued during or since the end of the financial year as a result of the

exercise of an option:

Date Issued Number of Ordinary Shares Issued Amount Paid Per Share

3 September 2018 100,000 1.30

26 September 2018 75,000 0.92

19 October 2018 75,000 2.67

30 April 2019 30,000 1.30

28 June 2019 75,000 1.30

1 July 2019 265,000 1.30

Total 620,000

There are no amounts unpaid on shares issued on exercise of options. No shares were issued during or since the end of

the financial year on exercise of performance rights.

Indemnification and insurance of Directors, officers and auditors

Indemnification

The Company has agreed to indemnify all of the current and former Directors and officers of the Company and its

controlled entities against all liabilities to another person (other than the Company or a related body corporate) that may

arise from their position as Directors and officers of the Company and its controlled entities, except where the liability

arises out of conduct involving a lack of good faith. The agreement stipulates that the Company will meet the full amount

of any such liabilities, including costs and expenses.

The Group has not entered into any agreement to indemnify its auditors against any claims that might be made by third

parties arising from their report on the annual Financial Report.

Insurance

Since the end of the previous financial year, the Company has paid insurance premiums in respect of Directors’ and

officers’ liability and legal expenses and insurance policies for current and former Directors and officers, including

executive officers of the Company and Directors, executive officers and secretaries of its controlled entities. The

Directors have not included details of the nature of the liabilities covered or the amount of the premium paid in respect of

the Directors’ and officers’ liability and legal expenses insurance contracts as such disclosures are prohibited under the

terms of the contract.

No insurance premium is paid in relation to the auditors.


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Rounding of amounts

In accordance with ASIC Corporations (Rounding in Financial/ Directors’ Reports) Instrument 2016/191, the amounts in

the Directors’ Report and in the Financial Report have been rounded to the nearest one thousand dollars, or in certain

cases, to the nearest dollar (where indicated).

Directors’ meetings

The number of meetings of the Board of Directors and of each Board Committee held during the financial year and the

numbers of meetings attended by each Director were:

Director

Board Meetings Audit and Risk Committee

Meetings Remuneration Committee

Meetings

Eligible Attended Eligible Attended Eligible Attended

Mr David Trude 12 12 - - - -

Mr Bruce Adams 12 12 - - 7 7

Mr Andrew Hansen 12 12 - - - -

Ms Sarah Morgan 12 12 8 8 7 7

Mr David Osborne 12 11 8 8 - -

Ms Jennifer Douglas 12 12 8 8 7 7

Mr David Howell 12 12 8 8 1 1

Directors’ interests in shares or options

Directors’ relevant interests in shares of the Company or options/rights over shares in the Company as at the date of this

report are detailed below:

Directors’ Relevant Interests in: Ordinary Shares of the Company

Options/Rights over Shares in the Company

Mr David Trude 102,613 -

Mr Bruce Adams(1) (2) 34,891,417 -

Mr Andrew Hansen(1) 34,963,449 265,431

Ms Sarah Morgan 21,351 -

Mr David Osborne(1) (2) 35,125,448 -

Ms Jennifer Douglas 16,000 -

Mr David Howell 26,218 - (1) Each of these named persons has a joint interest in a single parcel of 34,739,113 shares as at the date of this report.

(2) For further details, please refer to the substantial shareholding notice lodged with the ASX dated 16 August 2019.

Proceedings on behalf of the company

No person applied for leave of Court to bring proceedings on behalf of the Company or any of its subsidiaries.

Directors’ interests in contracts

Directors’ interests in contracts with the Company are limited to the provision of leased premises on arm’s length terms

and are disclosed in Note 25 to the financial statements.

Auditor’s Independence Declaration

A copy of the Auditor’s Independence Declaration as required under section 307C of the Corporations Act 2001 in

relation to the audit for the financial year is provided with this report.


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Non-audit services

Non-audit services were provided by the auditors of the Group during the year, namely RSM Australia Partners, network

firms of RSM and other non-related audit firms as detailed below. The Directors are satisfied that the provision of the

non-audit services during the year by the auditors is compatible with the general standard of independence for auditors

imposed by the Corporations Act 2001. The nature and scope of each type of non-audit service provided means that

auditor independence was not compromised.

2019 $

2018 $

Amounts paid and payable to RSM Australia Partners for non-audit services:

– taxation services - -

– compliance services - -

- -

Amounts paid and payable to network firms of RSM Australia Partners for non-audit services:

– taxation services 52,349 13,493

– compliance services 14,709 3,034

67,058 16,527

Amounts paid and payable to non-related auditors of Group entities for non-audit services:


– compliance services - 8,302

- 8,302

Total auditors’ remuneration for non-audit services 67,058 24,829


14

REMUNERATION REPORT

Dear Shareholder,

On behalf of the Board of Directors, I am pleased to present the Remuneration Report of the Group, consisting of

Hansen Technologies Limited (“the Company”) and its controlled entities for the 2019 financial year.

This year’s overall performance reflects a message of continued success, with the Group achieving its revenue and profit

performance targets. This was achieved despite a challenging year in the market coupled with deliberate investment to

ensure we are positioned well for future growth. Based on the Group’s performance, most of our target Short-Term

Incentive (STI) payments were awarded to our KMPs against financial and non-financial KPIs set for the year. However,

the options granted under the 2016 Long Term Incentive (LTI) plan did not vest as the required performance hurdles

were not met. These outcomes are detailed in this Remuneration Report.

In accordance with its responsibilities, this year the Remuneration Committee initiated an independent review of its

remuneration framework. The Committee appointed an external consultant to assess whether the current framework

remains fit for purpose in retaining executive talent, allowing us to execute our business strategy and deliver shareholder

value.

The review determined that the current framework largely continues to be appropriate and aligns the executives with

delivering shareholder value. However, based on consideration of the advice from the external consultant and detailed

consideration of all relevant issues, some improvements have been identified and are being adopted by the Board.

A summary of these improvements are as follows:

▪ For existing and future executive Long-Term Incentive (LTI) plans, retain the existing LTI measurements of

Earnings per Share (EPS) growth and the Company’s performance against industry peers through assessing

relative Total Shareholder Return (rTSR) but redefine the earnings calculation used to calculate EPS to be based

on net profit after tax, adjusted for non-cash tax-effected amortisation of intangibles (NPATA). This provides the

incentive for executives to pursue acquisitions going forward, which is central to the Company’s continuing growth

strategy and aligns to shareholders’ best interests.

▪ For future executive remuneration plans:

o A new deferred equity component will be introduced to the Short-Term Incentive (STI) plan, where 25% of

all future awards under the STI plan will be awarded as equity, subject to a two-year deferral period, within

which recipients must remain employed with the Company. This facilitates quicker equity participation for

executives encouraging ‘owner like’ behaviours in the business.

o Some changes to both the STI and the LTI opportunity as a fixed percentage of Total Fixed Remuneration

(TFR) will be made to balance the new equity element introduced to the STI plan. This rebalancing will

ensure that the recipient will not be ‘worse off’ from a cash flow perspective.

o Formalising an existing STI requirement, by introducing a ‘gateway’, whereby the Board will seek

confirmation that the STI recipient has not behaved in a way contrary to the Company’s expected

values/behaviours.

o Malus and clawback provisions will be introduced for all equity awards, allowing the Board to adjust awards

for risks which crystallise during and after the vesting periods.

▪ Introduction of Committee membership fees for Non-Executive Directors and other minor adjustments.

The Board believes that the adoption of this revised plan sets the Group up well for the next stage of its growth journey.

The Board remains committed to the ongoing review and improvement of the Group’s Remuneration Framework to

ensure it achieves its objectives of incentivising and rewarding performance that optimises business and shareholder

value and ensuring the company is well placed to attract, retain and motivate a talented Executive team.

Yours sincerely,

David Howell

Chair of the Remuneration Committee


15

Our detailed remuneration report (Audited)

The Remuneration Report for the year ended 30 June 2019 outlines key aspects of our remuneration framework and has

been prepared and audited in accordance with the Corporations Act 2001.

Our Remuneration Report contains the following sections:

1. Persons to whom this report covers

2. Our remuneration framework

3. How reward was linked to performance

4. Remuneration details: executive KMP

5. Contractual arrangements with executive KMP

6. Remuneration details: non-executive KMP

7. Share-based remuneration disclosures

8. Other transactions with KMP

1. Persons to whom this report covers

The remuneration disclosures in the Report cover the following persons who were classified as the Key Management

Personnel (“KMP”) of the Group during the 2019 financial year. KMP are those persons who, directly or indirectly, have

authority and responsibility for planning, directing and controlling the major activities of the Group:

Executives(1)

Andrew Hansen Managing Director and Chief Executive Officer (CEO)

Cameron Hunter Chief Operating Officer

Darren Meade Group Head of Delivery

Graeme Taylor Chief Financial Officer

Niv Fernando Chief Strategy & Commercial Officer

Non-executive Directors

David Trude Chairperson and Independent Non-Executive Director

Bruce Adams Non-Executive Director

Jennifer Douglas Independent Non-Executive Director

David Howell Independent Non-Executive Director

Sarah Morgan Independent Non-Executive Director

David Osborne Non-Executive Director

(1) These executives of the Group were classified as KMP during the 2019 financial year and unless stated otherwise were KMP for the entire year.

At the most recent Annual General Meeting (AGM), a resolution to adopt the prior year Remuneration Report was put to

the vote and at least 75% of ‘yes’ votes were cast for adoption of that report. No comments were made on the

Remuneration Report considered at the AGM.


16

2. Our remuneration framework

People are at the heart of the Group’s success, enabling us to deliver on our vision and long-term goals. Our

remuneration framework focuses on providing competitive fixed pay and variable pay that rewards achievement of the

Group’s annual objectives and long-term growth in shareholder value.

Remuneration outcomes are aligned with both individual and Group performance, ensuring that employees are rewarded

for overall Group achievement as well as their individual contribution to the Group’s success. This aligns remuneration to

both individual performance and value creation for shareholders.

(a) Remuneration governance

The Board annually reviews the Group’s remuneration principles, practices, strategy and approach to ensure they

support the Group’s long-term business strategy and are appropriate for a listed company of our size and nature.

The Board has delegated to the Remuneration Committee the responsibility for reviewing and making recommendations

to the Board regarding compensation arrangements for the Directors, executive KMP and the balance of the CEO’s

direct reports. As at 30 June 2019 the Remuneration Committee was made up of four Non-Executive Directors: David

Howell (Chair of the Remuneration Committee1), Jennifer Douglas1, Bruce Adams, and Sarah Morgan, the majority of

whom are independent.

The CEO and other Directors attend meetings as required at the invitation of the Committee Chair.

The Remuneration Committee assesses the appropriateness of both the nature and amount of the remuneration of the

executive and non-executive KMPs on an annual basis by reference to market conditions and current remuneration

practices, with the overall objective of ensuring maximum company performance and shareholder benefit including from

the retention of a quality Board and Executive team. The Committee also engages professional support as required to

ensure remuneration practices remain in step with the market as well as the size and nature of the business.

(i) Executive KMP remuneration review process

(ii) Non-executive Directors remuneration review process

Non-executive Directors’ remuneration is governed by resolutions passed at a General Meeting of the Shareholders.

During the most recent AGM held on 22 November 2018, shareholders approved an increase to the Non-Executive

Directors’ maximum remuneration payable from $430,000 to $520,000. Shareholder approval will be sought again in this

year’s AGM to increase the remuneration payable, principally to allow for the appointment of one additional director.

Non-executive Directors are excluded from participation in the Company’s equity incentive plans.

(iii) Independent advice

To support the review of the remuneration framework during the 2019 financial year, the Committee sought independent

information, observations, and advice from PricewaterhouseCoopers (PwC) in relation to remuneration strategy,

structure and market practice. Potential conflicts of interest were considered by the Committee, and both the Committee

and the Board are satisfied that the advice provided by PwC was free from undue influence. Any advice provided by PwC

was used as a guide only and was not a substitute for detailed consideration of all the relevant issues by the Committee.

No remuneration recommendations, as defined by the Corporations Act 2001, were provided during the year.

1 David Howell was formally appointed as a member and Chair of the Remuneration Committee on 27 June 2019. Prior to this date, Jennifer Douglas was the Chair of the Remuneration Committee.

▪ Assesses each Senior Executive’s current year performance based on actual outcomes relative to agreed targets, general performance and market conditions.

▪ Provides appropriate recommendations to the Remuneration Committee on incentive payments for the current year.

▪ Provides appropriate recommendations to the Remuneration Committee of the amount of fixed remuneration, appropriate STI targets and STI payments for the future measurement period.

CEO

▪ Reviews the CEO’s recommendations with respect to the Senior Executive team and provides appropriate recommendations to the Board.

▪ Assesses CEO’s current year performance and remuneration outcomes against agreed targets, formulating a recommendation to the Board.

▪ Provides appropriate recommendations to the Board of the amount of the CEO’s fixed remuneration, and appropriate STI and LTI targets for the future measurement period, considering general performance, market conditions and other external factors.

Remuneration Committee

▪ Reviews the Remuneration Committee’s recommendations.

▪ Approves current year STI and LTI payments

▪ Approves the remuneration and remuneration structure for the future measurement period, including STI and LTI targets.

Board


17

(b) Remuneration structure (FY19 Plan)

(i) Total Fixed Remuneration (TFR)

TFR typically includes base salary and superannuation contributions and may include, at the discretion of the Board,

other benefits such as a motor vehicle (aggregated with associated fringe benefits tax to represent the total employment

cost to the Group). TFR is determined with reference to available market data, the scope of an individual’s role and the

qualifications and experience of the individual, as well as geographic location. TFR is reviewed annually to account for

market movements and individual performance outcomes. See page 25 for a summary of executive KMP contracts.

(ii) FY19 Short Term Incentive (STI) Plan

Objective To incentivise and align the rewards attainable by executive KMPs with the achievement of specific annual objectives of the Group and the creation of shareholder value.

How is it paid?

Annual cash entitlement on achievement of specific annual financial and non-financial KPIs.

How much can executives earn?

Target STI benefit is set at 40% of TFR for the CEO and 25% of TFR for other executive KMPs. These are subject to the following minimum and target performance thresholds:

Attract and retain employees with the skills and experience

associated with the role.

Incentivise and reward achievement of annual

performance objectives and business outcomes.

Align motivations with shareholder interests and

creation of long-term value.

Total fixed remuneration

(TFR)

Short-term Incentives

(STI)

Long-term Incentives

(LTI)

Cash + non-cash benefits

Performance rights to shares

Market data, individual experience and

performance

Fixed

Annual performance based on financial and non-financial targets

Continuous employment, relative

total shareholder returns (TSR) and

adjusted earnings per share

Variable (“at-risk”)

OBJECTIVE COMPONENT AND FORM ASSESSMENT

Non-financial KPIs

(30% total

STI)

Financial KPIs

(70% total STI)

Non-financial KPI’s outcome is assessed and awarded up to a maximum of 100% based on outcomes.

0%

25%

50%

75%

100%

125%

150%

80% 85% 90% 95% 100% 105% 110% 115% 120%

(0% to 93% achievement) No award

< >

(93% to 97% achievement)

0% to 100% of financial STI awarded

on linear basis

Financial KPI achievement

% STI awarded

(financial

component)

(97% to 103%

achievement)

100% of financial STI awarded

(103% to a maximum

110% achievement)

100% to 150% of financial STI awarded

on linear basis


18

How is performance measured?

Performance measures (KPIs) selected reflect financial, strategic and operational objectives relevant to the level and function of the role that are central to achievement of the business plan and strategy and building shareholder value. Financial measures selected are measures against which management and the Board assess the short-term financial performance of the Group. Strategic and operational objectives are assigned to each individual to drive specific outcomes considered to be of strategic importance to the Group within that individual’s level of responsibility. These objectives are determined by the CEO and the Board in accordance with the process set out on page 16.

The weightings for each performance measure that comprise the total STI opportunity are set out below:

The Board retains final discretion over STI payments to ensure outcomes appropriately reflect performance and achieve objectives of the STI scheme.

Changes from the FY18 STI plan

There were no changes to the STI plan framework from the prior year.

(iii) FY19 Long Term Incentive (LTI) – Executive Performance Rights Plan

Objective To align the rewards attainable by executive KMPs with the achievement of particular long-term objectives of the Group and achievement of increasing shareholder value. Eligibility to participate in the LTI scheme is determined by the Board and is targeted at senior executives whose role contributes significantly to the performance of the Group.

How much can executives earn?

Performance rights are subject to the service and performance conditions. The target LTI benefit is set as follows:

▪ CEO LTI: 50% of TFR delivered as performance rights subject to vesting conditions; and

▪ KMP LTI: 25% of TFR delivered as performance rights subject to vesting conditions.

The number of performance rights issued is based on each executive’s target LTI benefit divided by the market value of the rights. The market value of rights granted is based on the volume-weighted average price of the Company’s shares during the five-day period before grant date.

LTI benefits of up to 150% of target LTI is payable where performance criteria are exceeded.

How is it paid? LTIs are awarded as performance rights on achievement of certain thresholds reflective of shareholder value delivered.

Each performance right entitles the eligible executive to be issued with a share.

70%

30%

Financial KPIs (budgeted revenues and EBITDA) Non-financial KPIs

Achievement of financial KPIs is determined by reference to the Group’s audited accounts for the year in question. No payment is made in respect of financial KPIs to any KMP if the target amount is not met for the Group (set at 93% of budgeted revenue and EBITDA).

The selection of non-financial KPIs varies depending on each KMP’s roles and responsibilities within the Group. These may include achievement of specific strategic projects that drive longer term shareholder value. Each KMP may have a number of separate non-financial KPIs. Achievement of each individual’s non-financial KPIs is determined by reference to an assigned performance rating determined by the CEO and the Board at the end of the financial year in accordance with the process described on page 16.


19

How is performance measured?

Vesting of the LTI awards are subject to the following criteria:

1. Three years of continuous employment with the Group from 1 July 2018 to 30 June 2021.

2. Achievement of the thresholds over the same three-year period as set out below:

The proportion of rights that may vest based on relative TSR performance is determined based on the following vesting schedule:

Relative TSR performance Percentage of performance rights that will vest

< 50th percentile None

Between 50th to 75th percentile 100% to 150% on a linear basis

> 75th percentile 150%

The proportion of rights that may vest based on EPSa CAGR is determined based on the following vesting schedule:

EPSa CAGR Percentage of performance rights that will vest

< 6% None

Between 6% to 10% 100% to 150% on a pro-rata basis

> 10% 150%

The Board has discretion to increase or reduce the amount awarded if the Board considers the outcome to be misaligned given the circumstances that prevailed over the relevant measurement period and the experience of shareholders.

Performance rights will be forfeited if performance conditions are not met.

What happens if an executive leaves?

If an eligible executive ceases employment with the Group during the performance period other than by way of dismissal or resignation (e.g. death, total and permanent disablement, redundancy, retrenchment or retirement with prior written consent of the Board) then the unvested performance rights will vest on a pro-rata basis according to the eligible period of time served up until the termination date.

Where termination occurs by way of dismissal or resignation prior to the vesting of the performance rights, unvested rights may vest on a pro-rata basis according to the eligible period of time served up until the termination date at the Board’s discretion. If termination of employment occurs for serious misconduct all vested and unvested rights will be forfeited and will lapse.

What are the performance rights entitlements?

Performance rights issued to executives are not able to be traded on the ASX. They do not qualify for receipt of dividends or have any voting rights until they have been exercised immediately on vesting date and converted to shares by the employee.

Are there any restrictions attached to the performance rights?

The Group prohibits executive KMP from entering into arrangements to protect the value of unvested equity awards. The prohibition includes entering into contracts to hedge their exposure to any awards as part of their remuneration package.

Performance rights cannot be transferred to, or vest in, any person or body corporate other than the executive KMP.

Changes from the FY18 LTI plan

The Board has redefined the definition of EPS to EPSa (as defined above). In previous LTI plans, this was assumed to be based on statutory EPS. Furthermore, the number of performance rights to be granted under previous LTI plans was based on the accounting fair value of rights at grant date, rather than the underlying market value of the Company’s shares.

50%

50%

The percentage change in a company’s share price, plus the effect of any dividends paid, over the measurement period, relative on a ranked percentile basis to a comparative group (S&P/ASX Small Ordinaries Industrials Index).

Relative TSR is a measure widely understood and accepted by shareholders, as it directly measures shareholder value creation.

Based on the basic EPS compound average growth rate (CAGR) over the measurement period, adjusted to exclude non-cash tax-effected amortisation of acquired intangibles.

EPSa growth is selected as it is considered a relevant indicator linking financial performance with shareholder value.

The Board may also determine to “normalise” EPSa to exclude one-off amounts and therefore derive an underlying EPSa for the basis of the calculation.

Adjusted Earnings per Share (EPSa)

Relative Total Shareholder Return (rTSR)


20

3. How reward was linked to performance

(a) Performance against STI outcomes

A summary of key measurement criteria of the Group’s financial performance for the financial years ended over the last

six years is below. This year’s earnings performance was impacted by one-off transaction costs related to the Sigma

Systems acquisition:

*EBITDA is a non-IFRS term that relates to Earnings before Interest, Tax, Depreciation and Amortisation.

For FY19, budget targets were established for Group Revenue and EBITDA, and the STI financial payment gate was set

with respect to these targets. Both the Group’s Revenue and EBITDA were within the budget thresholds this year and

most non-financial goals were met for the STIs to be awarded. Refer to the operational and financial review section of the

Directors’ Report for further information about the Group’s FY19 performance.

FY19 FY18

Total Opportunity

$

Awarded 70%

Financial

Awarded 30% KPIs

Total Opportunity

$

Awarded 70%

Financial

Awarded 30% KPIs

Andrew Hansen(1) 364,140 100% 100% 357,000 100% 75%

Cameron Hunter 100,488 100% 50% 98,517 100% 50%

Darren Meade 100,979 100% 100% 95,977 100% 100%

Graeme Taylor(1) 96,772 100% 100% 94,875 100% 100%

Niv Fernando(1) 95,776 100% 100% 93,899 100% 100% (1) During FY19, the Board exercised its discretion to award these KMPs an additional STI amount of $35,000 each for their role in successfully completing

the Sigma Systems transaction, which was in addition to their agreed KPI outcomes.

(b) Performance against LTI outcomes

Our legacy LTI plans will continue to be measured and reported through until the Group’s FY21 Remuneration Report.

As a consequence of legacy LTI plans and the current LTI framework, in FY19 we have three different years of awards

that will be tested and subsequently vested or lapsed based on their differing terms and vesting conditions.

The following table sets out the different legacy awards that are currently in place as at the end of FY19, each with their

specific grant details and performance measures:

Grant date Security Performance measure/s Sect. 3

ref. Status

2 July 2014 Option 1st year revenue and EBITDA,

3-yr cont. employment (b)(i)

2 July 2015 Option 1st year revenue and EBITDA,

3-yr cont. employment (b)(i)

22 Dec 2016 Option EPSa, rTSR, 3-yr cont. employment (b)(ii)

2 July 2017 Right EPSa, rTSR, 3-yr cont. employment (b)(ii)

2 July 2018 Right EPSa, rTSR, 3-yr cont. employment (b)(ii)

For the Group’s legacy LTI plans where options will be awarded, once an option has vested, if the employee wishes to

convert the options to shares, the employee must pay in cash to the Company the exercise price multiplied by the

number of options received e.g. for 100,000 options with an exercise price of $3.00 per share, the employee will be

required to pay $300,000 to convert the options to shares.

86.0106.3

149.0174.7

230.8 231.3

0

50

100

150

200

250

2014 2015 2016 2017 2018 2019

Operating Revenue ($m)

24.1

31.3

45.4 45.1

59.352.5

0

10

20

30

40

50

60

70

2014 2015 2016 2017 2018 2019

Earnings (EBITDA*) ($m)

2016 and

prior 2017 2018 2019 2020 2021

Key:

Measurement period

Fully vested

Yet to vest

Fail to vest


21

(i) Performance against LTI plan measures (2014 and 2015 LTI plans)

All KMPs eligible for the legacy LTI plans remained with the Company during the measurement period and continue to be

in office at the end of FY19.

(ii) Performance against LTI plan measures (2016 LTI plans and onwards)

A summary of key measurement criteria of the Group’s performance relevant for assessing shareholder value creation

over the last five financial years is shown below:

* Amount of dividends paid represents the return on shareholder value. However, the amount of dividends paid is not in itself a performance measure

included in the FY18 LTI plan, but is included as part of the calculation of relative TSR.

Share price performance relative to the S&P/ASX Small Ordinaries Index for the previous five years:

Performance outcomes against 2016 LTI plan measures

Options under the 2016 LTI plan did not meet the required performance measurement hurdles for the options to vest

and/or be exercisable. The below table set outs the LTI performance targets and outcomes under the 2016 LTI plan

framework:

Measure Minimum

target

Maximum

target

Actual

outcome

Options

granted

Options

vested

Options

forfeited

Relative TSR(1) 50th percentile 75th percentile 46th percentile 492,000 - -

EPSa CAGR 6% CAGR 10% CAGR (1.3%) CAGR 492,001 - 492,001

Total options 984,001 - 492,001 (1) These 492,000 options will vest on 31 Aug 2019 in accordance with accounting standards. However, because the minimum target was not met, these

options will be restricted and unexercisable.

The below table sets out the value of options under legacy LTI plans that were exercised during FY19 and FY18:

FY19 FY18

Value exercised* $

Value exercised* $

Andrew Hansen - -

Cameron Hunter - 256,000

Darren Meade - 153,000

Graeme Taylor - 189,750

Niv Fernando 225,000 -

0%

50%

100%

150%

200%

250%

300%

350%

400%

1/07/2014 1/07/2015 1/07/2016 1/07/2017 1/07/2018 1/07/2019

S&P/ASX Small Ords HSN.AX

11.9

16.6 15.6

19.4

15.8

0

5

10

15

20

25

2015 2016 2017 2018 2019

Adjusted EPS (EPSa) (cents)

6 6

7

6

7

0

2

4

6

8

2015 2016 2017 2018 2019

Dividends paid* (cents per share)

* Represents the intrinsic value of options that were exercised during the financial years 2019 and 2018, which is the net dollar value of shares realised from the exercise of profitable options. Intrinsic value is calculated as the difference between the exercise price and the underlying share price at the date of exercise. For example, an option with an exercise price of $2.00 exercised when the underlying share price is $5.00 has an intrinsic value of $3.00.


22

If the Company makes a bonus issue of securities to ordinary shareholders, each unexercised option will, on exercise,

entitle its holder to receive the bonus securities as if the option had been exercised before the record date for the bonus

issue.

Performance outcomes against 2017 and 2018 LTI plan measures

Performance rights granted in FY18 (2017 plan) and FY19 (2018 plan) have performance conditions attached that will be

measured over three years. Assessment and vesting (where conditions are satisfied) will happen after the completion of

FY20 for the 2017 plan and FY21 for the 2018 plan. See section 4 for a summary of performance rights granted during

FY18.

The below table sets out the value of LTI performance rights granted in FY19 and FY18 (there were no forfeitures of LTIs

in FY19 and FY18):

FY19 FY18

Value granted* $

Andrew Hansen 446,862 446,250

Cameron Hunter 98,653 98,517

Darren Meade 99,134 95,974

Graeme Taylor 95,005 94,875

Niv Fernando 94,026 93,899 * Represents the value of performance rights at grant date, calculated in accordance with AASB 2 Share-based Payment, granted during the year as part of remuneration under the terms of the FY19 and FY18 LTI plans.

(c) Total remuneration mix

The following diagrams set out the proportional mix of remuneration for the CEO and each KMP at both the target amount and the actual remuneration achieved for FY19:

(1): Target and actual remuneration mix is calculated based on the combination of each CEO and KMP’s total fixed remuneration for FY19, total value of

STIs awarded in relation to actual performance outcomes for FY19, and the value of LTIs granted in FY19 under the terms of the FY19 LTI plan. The

proportional mix of remuneration for KMPs is based on an average amount.

53%21%

26%

CEO

52%

23%

25%

KMPs

67%

16%

17%

65%

19%

16%

TARGET ACTUAL(1)

Total fixed remuneration

Short-term incentive

Long-term incentive


23

4. Remuneration details: executive KMPs

(a) Statutory remuneration details

Details of executive KMP remuneration for the 2018 and 2019 financial years are set out in the table below:

Fixed Remuneration

Variable Remuneration

Total

Executive KMP Year

Cash Salary

$ Super

$

Non-monetary

benefits $

Annual & long service

leave $

Total

$

STI (1) awarded

$

LTI (2) fair value

$

Total

$

Perform-ance

related%

Andrew Hansen

2019 843,240 24,999 31,157 62,497 961,893 399,140 242,346 1,603,379 40%

2018 826,005 24,999 27,588 94,130 972,722 330,225 361,249 1,664,196 42%

Cameron Hunter

2019 383,359 25,000 13,796 59,525 481,680 85,415 53,143 620,238 22%

2018 370,320 25,000 14,730 45,381 455,431 83,739 96,092 635,262 28%

Darren Meade

2019 387,237 25,000 - 17,777 430,014 100,979 53,130 584,123 26%

2018 360,496 25,000 - 6,538 392,034 95,978 92,655 580,667 32%

Graeme Taylor

2019 370,321 25,000 - 21,083 416,404 131,772 52,059 600,235 31%

2018 354,500 25,000 - 25,676 405,176 94,875 89,710 589,761 31%

Niv Fernando

2019 366,253 25,000 - 9,672 400,925 130,776 52,039 583,740 31%

2018 354,126 25,000 - 9,230 388,356 93,899 86,958 569,213 32%

Total 2019 2,350,410 124,999 44,953 170,554 2,690,916 848,082 452,717 3,991,715 33%

2018 2,265,447 124,999 42,318 180,955 2,613,719 698,716 726,664 4,039,099 35%

(1): Represents STI awarded and accrued in relation to actual performance during the 2019 and 2018 financial years. This includes the additional STIs

awarded to Andrew Hansen, Graeme Taylor and Niv Fernando during the 2019 financial year due to the circumstances described in section 3(a).

(2): Options and performance rights granted as remuneration are valued at grant date in accordance with AASB 2 Share-based Payment and amortised

over vesting period.

(b) Options awarded, vested and lapsed during the year

The terms and conditions of each grant of options affecting the remuneration in the current or future reporting period are

as follows.

Grant date Vesting date Expiry date Exercise

price

Value per option at

grant date Performance

achieved %

Vested

Number of Options

on issue at

30/6/2019

2 Jul 2014 2 Jul 2017 2 Jul 2019 $1.30 $0.20 100% 100% -

2 Jul 2015 2 Jul 2018 2 Jul 2020 $2.67 $0.56 100% 100% 400,000

22 Dec 2016 31 Aug 2019(1) 22 Dec 2021 $3.59 $1.19 0%(1) 0%(1) 984,001 (1) The vesting date for options granted on 22 December 2016 is the date on which the Board notifies the executive that the options have vested, after the

outcomes for the Measurement Period have been determined and satisfaction of performance conditions have been assessed. However, based on the

measurement period for the 3 years ended 30 June 2019, options dependent on the EPSa hurdle will not vest on 31 Aug 2019, and options dependent on

the relative TSR hurdle will vest on 31 Aug 2019 but will be restricted and will not be exercisable.

The number of options over unissued ordinary shares in the company provided as remuneration to executive KMPs is

shown in the table on the following page. The options carry no dividend or voting rights.


24

Options granted to executive KMP which remain unvested at 30 June 2019 and outstanding are detailed below:

Balance

30/6/2018 During year ended

30/6/2019 Balance

30/6/2019

Name and Grant Date

Opening balance

Exercise Price Vested Forfeited Exercised

Vested and exercisable

Vested and un-

exercisable Unvested

Andrew Hansen

22 Dec 2016(1) 535,714 $3.59 - - - - - 535,714

Total 535,714 - - - - - 535,714

Cameron Hunter

22 Dec 2016(1) 121,746 $3.59 - - - - - 121,746

2 Jul 2015 100,000 $2.67 100,000 - - 100,000 - -

Total 221,746 100,000 - - 100,000 - 121,746

Darren Meade

22 Dec 2016(1) 115,220 $3.59 - - - - - 115,220

2 Jul 2015 100,000 $2.67 100,000 - - 100,000 - -

Total 215,220 100,000 - - 100,000 - 115,220

Graeme Taylor

22 Dec 2016(1) 108,718 $3.59 - - - - - 108,718

2 Jul 2015 100,000 $2.67 100,000 - - 100,000 - -

Total 208,718 100,000 - - 100,000 - 108,718

Niv Fernando

22 Dec 2016(1) 102,603 $3.59 - - - - - 102,603

2 Jul 2015 100,000 $2.67 100,000 - - 100,000 - -

2 Jul 2014 100,000 $1.30 - - (100,000) - - -

Total 302,603 100,000 - (100,000) 100,000 - 102,603

Grand Total 1,484,001 400,000 - (100,000) 400,000 - 984,001 (1) Based on the measurement period for the 3 years ended 30 June 2019, these options that are dependent on the EPSa hurdle will not vest on 31 Aug

2019, and these options that are dependent on the relative TSR hurdle will vest on 31 Aug 2019 but will be restricted and will not be exercisable.

(c) Performance rights awarded, vested and lapsed during the year

Performance rights issued under the Group’s 2018 LTI plan during the year are subject to the service and performance

criteria as described on pages 18 to 19.

The following table sets out details of performance rights granted to executives during the financial year:

Executive KMP Grant Date

Rights granted

Balance 30/6/2019

(1)

Fair value per Right

(2)

Vesting date

(3)

$ value of rights at

grant date (1)

Andrew Hansen* 2 Jul 2018 148,459 148,459 $3.01 31 Aug 2021 446,862

Cameron Hunter 2 Jul 2018 32,775 32,775 $3.01 31 Aug 2021 98,653

Darren Meade 2 Jul 2018 32,935 32,935 $3.01 31 Aug 2021 99,134

Graeme Taylor 2 Jul 2018 31,563 31,563 $3.01 31 Aug 2021 95,005

Niv Fernando 2 Jul 2018 31,238 31,238 $3.01 31 Aug 2021 94,026

*The Board has resolved to issue 148,459 rights to Andrew Hansen, the Chief Executive Officer, as part of the 2018 LTI plan issued in FY19. The issue of

these rights was approved by shareholders at the Company’s Annual General Meeting on 22 November 2018. Any differences in the fair value of the

performance rights between the original grant date by the Board and the date of shareholder approval is not material to remuneration awarded.

(1): No performance rights were vested or forfeited during the year. Rights do not expire as shares are issued to KMPs upon vesting.

(2): The fair value of the rights at grant date has been determined by an independent external valuation expert in accordance with Australian Accounting

Standards. Note 15 to the Group’s financial statements outlines the valuation methodology and key inputs and assumptions to the valuation in greater

detail.

(3): The vesting date for rights granted on 2 July 2018 is the date on which the Board notifies the executive that the rights have vested, after the outcomes

for the measurement period have been determined and satisfaction of performance conditions have been assessed. This is likely to be 31 August 2021.


25

5. Contractual arrangements with executive KMP

Remuneration and other conditions of employment are set out in each executive’s employment contract. The key

elements of these employment contracts are summarised below:

Component Approach for CEO Approach for other executive KMP

Total Fixed Remuneration $910,350 Range between $380,000 and $410,000

Contract duration Ongoing Ongoing

Notice by individual / company 6 months 1 month

Termination of employment (without cause)

The Board has discretion to allow some or all STI entitlements to be paid out on a pro-rata basis aligned to time, where termination occurs by way of resignation or dismissal.

In other without cause terminations, the STI will be reduced proportionately to reflect the portion of the Measurement Period, but there is no other impact to the executive’s entitlement.

The Board has discretion to allow unvested LTIs to vest on a pro-rate basis aligned to time. Where this discretion is not exercised, such unvested options or rights will lapse.

Termination of employment (with cause)

STI is forfeited.

All unvested LTIs and vested but unexercised LTIs are forfeited.

6. Remuneration details: non-executive KMPs

Non-Executive Directors enter into service agreements through a letter of appointment. Non-Executive Director fees are

determined with reference to market levels and the need to attract high quality Directors.

Non-executive Directors do not receive any variable or performance-based remuneration.

The non-executive director fee pool currently has a maximum value of $520,000 per annum, as approved by

shareholders at the 2018 AGM.

The annual fees provided to Non-Executive Directors, inclusive of superannuation, are shown below:

2019 $ 2018 $

Board fees

Chairman 114,830 111,817

Other Non-executive Directors 70,025 68,330

Committee fees

Audit and Risk Committee – chair 5,083 4,168

Remuneration Committee – chair 5,083 4,168

Fixed Remuneration

Non-executive Director Year

Salary and Fees Super

Non-monetary benefits Total

David Trude 2019 104,868 9,962 - 114,830

2018 102,116 9,701 - 111,817

Bruce Adams 2019 63,950 6,075 - 70,025

2018 62,402 5,928 - 68,330

Jennifer Douglas 2019 68,592 6,516 - 75,108

2018 66,208 6,290 - 72,498

Sarah Morgan 2019 68,592 6,516 - 75,108

2018 66,208 6,290 - 72,498

David Osborne 2019 63,950 6,075 - 70,025

2018 62,402 5,928 - 68,330

David Howell(1) 2019 91,347 8,678 - 100,025

2018 6,693 636 - 7,329

Total 2019 461,299 43,822 - 505,121

2018 366,029 34,773 - 400,802 (1) During the year, David Howell was paid an extra $30,000 for consulting services performed for the Company.


26

7. Share-based remuneration disclosures

(a) Shareholdings of KMP

The number of shares in the company held by each non-executive director and executive KMP during the year, including

their related parties, is summarised below:

Balance

30 June 2018

Received during the

year on exercise of

options

Other changes

during the year

Balance

30 June 2019

Non-executive Directors

David Trude 110,617 - (8,504) 102,113

Bruce Adams 152,304 - - 152,304

Jennifer Douglas 8,000 - 8,000 16,000

Sarah Morgan 21,351 - - 21,351

David Osborne 386,335 - - 386,335

David Howell 25,000 - 1,218 26,218

Executive KMP

Andrew Hansen 34,958,807 - 4,642 34,963,449

Cameron Hunter 1,105,882 - - 1,105,882

Darren Meade 79,515 - 268 79,783

Graeme Taylor 130,092 - 2,749 132,841

Niv Fernando 8,955 100,000 (32,876) 76,079

Total 36,986,858 100,000 (24,503) 37,062,355

(b) Shares issued on exercise of options and performance rights

Person Number of Ordinary Shares Issued

Amount Paid Per Share

Niv Fernando 100,000 1.30

Total 100,000

There are no amounts unpaid on shares issued on exercise of options or performance rights.

8. Other transactions with KMP

Rental agreements with the CEO

The Group leases its Melbourne head office and its York Street (South Melbourne) office from an entity in which the CEO

is a Director. The terms and conditions of the lease and other property arrangements are no more favourable than those

available, or which might reasonably be expected to be available, from others on an arm’s length basis. In addition, the

Group rents an apartment in New York City, USA, on an as-required basis at a rate favourable to the Group. The

apartment is owned by the CEO.

The total lease and rental payments during the 2019 financial year related to these arrangements were $2,042,237.

Subsequent to 30 June 2019, both Bruce Adams and David Osborne now have a joint indirect interest in the entity that is

lessor to the Melbourne and South Melbourne arrangements as described above. The terms and conditions of the lease

arrangements continue to be the same as at 30 June 2019.

Signed in accordance with a resolution of the Directors.

David Trude Andrew Hansen

Director Director

Melbourne

23 August 2019


AUDITOR’S INDEPENDENCE DECLARATION

As lead auditor for the audit of the financial report of Hansen Technologies Limited and Controlled Entities for the year ended 30 June 2019, I declare that, to the best of my knowledge and belief, there have been no contraventions of:

(i) the auditor independence requirements of the Corporations Act 2001 in relation to the audit; and

(ii) any applicable code of professional conduct in relation to the audit.

RSM AUSTRALIA PARTNERS

J S CROALLPartner

Dated: 23 August 2019Melbourne, Victoria

27

28

FINANCIAL REPORT

Consolidated Statement of Comprehensive Income 29

Consolidated Statement of Financial Position 30

Consolidated Statement of Changes in Equity 31

Consolidated Statement of Cash Flows 32

Section A: Basis of preparation 33 1. Basis of preparation 33

Section B: Performance 35 2. Segment information 35

3. Revenue and other income 39

4. Separately disclosed items 43

5. Profit from continuing operations 44

6. Income tax 45

7. Earnings per share 48

Section C: Working Capital and Operating Assets 49 8. Cash and cash equivalents 49

9. Receivables 50

10. Other current assets 51

11. Plant, equipment and leasehold improvements 51

12. Intangible assets 52

13. Payables 55

14. Other operating provisions 55

Section D: People 56 15. Employee benefits 56

16. Share-based payments 58

Section E: Capital and Financial Risk Management 60 17. Financial risk management 61

18. Borrowings 64

19. Contributed capital 66

20. Dividends 67

21. Reserves and retained earnings 68

22. Commitments and contingencies 69

Section F: Group Structure 70 23. Parent entity information 70

24. Business combinations 71

Section G: Other disclosures 73 25. Related party disclosures 73

26. Auditor’s remuneration 75

27. Deed of cross guarantee 76

28. New and amended accounting standards and interpretations 78

29. Subsequent events 80


chuc

Rectangle

29

Consolidated Statement of Comprehensive Income For the Year ended 30 June 2019

2019 2018

Note $'000 $'000

Operating revenue 3 231,324 230,816

Other income 3 1,634 1,957

Total revenue and other income 232,958 232,773

Employee benefit expenses 5 (128,027) (124,133)

Depreciation expense 5 (3,806) (3,908)

Amortisation expense 5 (18,950) (16,483)

Property and operating rental expenses 5 (10,394) (9,995)

Contractor and consultant expenses (5,339) (8,022)

Software licence expenses (2,108) (2,440)

Hardware and software expenses (11,352) (9,006)

Travel expenses (5,773) (5,926)

Communication expenses (3,805) (3,524)

Professional expenses (1,891) (2,418)

Finance costs 5 (2,067) (2,085)

Other expenses (11,669) (7,851)

Total expenses (205,181) (195,791)

Profit before income tax expense 27,777 36,982

Income tax expense 6(a) (6,312) (8,132)

Net profit after tax 21,465 28,850

Other comprehensive income

Items that may be reclassified subsequently to profit and loss

Net gain/(loss) on hedges of net investments 21(a) 43 (934)

Exchange differences on translation of foreign entities, net of tax 21(a) 6,558 9,477

Other comprehensive income for the year 6,601 8,543

Total comprehensive income for the year 28,066 37,393

Basic earnings (cents) per share attributable to ordinary equity holders of the

Company 7 10.9 14.8

Diluted earnings (cents) per share attributable to ordinary equity holders of

the Company 7 10.8 14.7

The consolidated statement of comprehensive income is to be read in conjunction with the notes to the financial

statements set out on pages 33 to 80.


30

Consolidated Statement of Financial Position As at 30 June 2019

2019 2018

Note $'000 $'000

Current assets Cash and cash equivalents 8 38,288 23,245

Receivables 9 49,475 37,254

Accrued revenue 3(a)(iii) 27,817 5,824

Other current assets 10 7,920 4,959

Total current assets 123,500 71,282

Non-current assets

Plant, equipment & leasehold improvements 11 10,986 10,554

Intangible assets 12 402,782 243,440

Deferred tax assets 6(b) 4,601 4,061

Other non-current assets 3,123 433

Total non-current assets 421,492 258,488

Total assets 544,992 329,770

Current liabilities

Payables 13 21,195 16,492

Borrowings 18 226 112

Current tax payable 1,756 3,196

Provisions 14, 15 15,070 13,181

Unearned revenue 3(a)(iii) 27,069 22,914

Total current liabilities 65,316 55,895

Non-current liabilities

Deferred tax liabilities 6(b) 44,290 16,156

Borrowings 18 186,327 27,121

Provisions 15 189 675

Total non-current liabilities 230,806 43,952

Total liabilities 296,122 99,847

Net assets 248,870 229,923

Equity

Share capital 19 138,746 136,896

Foreign currency translation reserve 21(a) 23,340 16,739

Share-based payments reserve 21(b) 3,931 3,102

Retained earnings 21(c) 82,853 73,186

Total equity 248,870 229,923

The consolidated statement of financial position is to be read in conjunction with the notes to the financial statements set

out on pages 33 to 80.


31

Consolidated Statement of Changes in Equity For the Year ended 30 June 2019

Contributed

Equity Reserves

Retained

Earnings

Total

Equity

Note $'000 $'000 $'000 $'000

Balance as at 1 July 2018 136,896 19,841 73,186 229,923

Effect of adoption of new accounting standards 3(a) - - 1,984 1,984

Balance as at 1 July 2018 (restated) 136,896 19,841 75,170 231,907

Profit for the year - - 21,465 21,465

Net gain on hedges of net investments 21(a) - 43 - 43

Exchange differences on translation of foreign entities,

net of tax 21(a) - 6,558 - 6,558

Total comprehensive income for the year - 6,601 21,465 28,066

Transactions with owners in their capacity as owners:

Shares issued under employee share plan 19(b) 170 - - 170

Employee share options exercised 19(b) 535 - - 535

Share-based payment expense – performance rights 16(e) - 965 - 965

Share-based payment expense – share options 16(e) - (137) - (137)

Equity issued under dividend reinvestment plan 19(b) 1,145 - - 1,145

Dividends declared 21(c) - - (13,782) (13,782)

Total transactions with owners in their capacity as owners 1,850 829 (13,782) (11,103)

Balance as at 30 June 2019 19, 21 138,746 27,271 82,853 248,870

Contributed

Equity Reserves

Retained

Earnings

Total

Equity

Note $'000 $'000 $'000 $'000

Balance as at 1 July 2017 85,350 10,168 56,098 151,616

Profit for the year - - 28,850 28,850

Net loss on hedges of net investments 21(a) - (934) - (934)

Exchange differences on translation of foreign entities,

net of tax 21(a) - 9,477 - 9,477

Total comprehensive income for the year - 8,543 28,850 37,393

Transactions with owners in their capacity as owners:

Shares issued under employee share plan 19(b) 180 - - 180

Employee share options exercised 19(b) 766 - - 766

Share-based payment expense – performance rights 16(e) - 452 - 452

Share-based payment expense – share options 16(e) - 678 - 678

Equity issued under dividend reinvestment plan 19(b) 1,370 - - 1,370

Shares issued from institutional placement 19(b) 38,959 - - 38,959

Share purchase plan offer 19(b) 10,271 - - 10,271

Dividends declared 21(c) - - (11,762) (11,762)

Total transactions with owners in their capacity as owners 51,546 1,130 (11,762) 40,914

Balance as at 30 June 2018 19, 21 136,896 19,841 73,186 229,923

The consolidated statement of changes in equity is to be read in conjunction with the notes to the financial statements

set out on pages 33 to 80.


32

Consolidated Statement of Cash Flows For the Year ended 30 June 2019

2019 2018

Note $'000 $'000

Cash flows from operating activities Receipts from customers 248,646 263,217

Payments to suppliers and employees (196,021) (201,700)

Interest received 3 84 127

Finance costs 5 (2,067) (2,085)

Transaction costs relating to the acquisition of a subsidiary 24 (2,063) (678)

Payments for deferred remuneration 24 (2,235) -

Income tax paid (6,694) (6,776)

Net cash provided by operating activities 8(a) 39,650 52,105

Cash flows from investing activities

Proceeds from sale of plant and equipment 4 120

Payment for acquisition of business net of cash assumed 24 (159,391) (64,992)

Payments for plant and equipment 11 (2,980) (2,843)

Payments for capitalised development costs 12 (10,892) (10,027)

Net cash used in investing activities (173,259) (77,742)

Cash flows from financing activities

Proceeds from share issue 19(b) - 49,274

Proceeds from options exercised 19(b) 535 766

Proceeds from borrowings 18 188,398 46,361

Repayment of borrowings 18 (27,455) (50,775)

Payment of finance lease liabilities 18 (110) (89)

Dividends paid, net of dividend re-investment 20 (12,637) (10,392)

Net cash provided by financing activities 148,731 35,145

Net increase in cash and cash equivalents 15,122 9,508

Cash and cash equivalents at beginning of year 23,245 15,013

Effects of exchange rate changes on cash and cash equivalents (79) (1,276)

Cash and cash equivalents at end of the year 8 38,288 23,245

The consolidated statement of cash flows is to be read in conjunction with the notes to the financial statements set out on

pages 33 to 80.


Notes to the Financial Statements 30 June 2019

33

Section A: Basis of preparation

This section describes the basis in which the Group’s financial statements are prepared. Specific accounting policies are

described in the note to which they relate. The accounting policies have been consistently applied, unless otherwise

stated.

1. Basis of preparation

(a) Basis of preparation of the Financial Report

This Financial Report is a general purpose Financial Report that has been prepared in accordance with Australian

Accounting Standards, Interpretations and other applicable authoritative pronouncements of the Australian Accounting

Standards Board and the Corporations Act 2001.

The Financial Report covers the Group, being Hansen Technologies Limited (“the Company”) and its controlled entities

as a consolidated entity. The Company is a company limited by shares, incorporated and domiciled in Australia. The

address of the Company’s registered office and principal place of business is 2 Frederick St, Doncaster Victoria 3108

Australia. The Company is a for-profit entity for the purposes of preparing the Group’s financial statements.

This Financial Report was authorised for issue by the Directors on 23 August 2019.

The Group’s financial statements have been presented in a streamlined manner to simplify the information disclosed and

to make it more relevant for users. Similar notes have been grouped into sections with relevant accounting policies and

judgements and estimate disclosures incorporated within the notes to which they relate.

Compliance with IFRS

The Group’s consolidated financial statements also comply with the International Financial Reporting Standards (IFRS)

as issued by the International Accounting Standards Board (IASB).

Historical cost convention

The Financial Report has been prepared under the historical cost convention, as modified by revaluations to fair value for

certain classes of assets and liabilities as described in the accounting policies.

Significant accounting estimates and judgements

The preparation of the Financial Report requires the use of certain estimates and judgments in applying the Group’s

accounting policies. The Group makes certain estimates and assumptions concerning the future which, by definition, will

seldom represent actual results. Estimates and assumptions based on future events have a significant inherent risk and

where future events are not as anticipated, there could be a material impact on the carrying amounts of the assets and

liabilities discussed in each of the affected notes.

Those estimates and judgments significant to the Financial Report are disclosed in the following notes:

Significant accounting estimate and judgement Note Page reference

Capitalisation of research and development costs 12 53 Impairment of goodwill 12 54 Impairment of non-financial assets other than goodwill 12 54 Share-based payments 16 60 Business combinations 24 72

(b) Principles of consolidation

The consolidated financial statements are those of the consolidated Group, comprising the financial statements of the

parent Company, and of all entities which the parent controls. The Group controls an entity when it is exposed, or has

rights, to variable returns from its involvement with the entity and has the ability to affect those returns through its power

over the entity.



34

1. Basis of preparation (continued)

The financial statements of subsidiaries are prepared for the same reporting period as the parent entity, using consistent

accounting policies. Adjustments are made to bring into line any dissimilar accounting policies, which may exist.

All inter-company balances and transactions, including any unrealised profits or losses, have been eliminated on

consolidation. Subsidiaries are consolidated from the date that control is established.

(c) Comparatives

Where necessary, comparative information has been reclassified and repositioned for consistency with current year

disclosures.

(d) Rounding amounts

The parent Company and the consolidated Group have applied the relief available under ASIC Corporations (Rounding

in Financial/Directors’ Reports) Instrument 2016/191 and, accordingly the amounts in the consolidated financial

statements and in the Directors’ Report have been rounded to the nearest thousand dollars, or in certain cases to the

nearest dollar.

(e) Going concern

The Financial Report has been prepared on a going concern basis.



35

Section B: Performance

This section explains the operating results of the Group for the year and provides insights into the Group’s results,

including results by operating segment, separately disclosed items during the year that affected the Group’s results,

components of income and expenses, income tax and earnings per share.

2. Segment information

(a) Description of segments

Management has determined the Group’s operating segments based on the reports reviewed by the CEO (the Chief

Operating Decision Maker).

The operating segments are identified based on the types of services provided to the Group’s customers. Discrete

financial information about each of these operating businesses is reported to the executive management team on at least

a monthly basis.

Where operating segments meet the aggregation criteria, these are aggregated into reported segments. Operating

segments are aggregated based on similar products and services provided to the same type of customers using the

same distribution method.

Segment profits, assets and liabilities include items directly attributable to a segment as well as those that can be

allocated on a reasonable basis. Inter-segment pricing is determined on an arm’s length basis and are eliminated on

consolidation. There are no significant transactions between segments.

The Group has identified only one reportable segment as described in the table below. The “Other” category includes

business units that do not qualify as an operating segment, as well as the operating segments which do not meet the

disclosure requirements of a reportable segment, including IT Outsourcing and Customer Care services.

Reportable segment Description of segment

Billing Sale of billing applications and the provision of consulting services related to billing systems.

(b) Segment information

Billing Other Total

2019 $'000 $'000 $'000

Segment revenue

Total segment revenue 218,383 12,941 231,324

Revenue from external customers 218,383 12,941 231,324

Segment profit

Total segment profit 36,697 1,607 38,304

Segment profit from core operations 36,697 1,607 38,304

Items included within the segment profit:

Depreciation expense 1,227 200 1,427

Amortisation expense 19,091 11 19,102

Total segment assets 484,922 18,785 503,707

Additions to non-current assets 13,871 - 13,871

Total segment liabilities 104,580 4,846 109,426



36

2. Segment information (continued)

Billing Other Total

2018 $'000 $'000 $'000

Segment revenue

Total segment revenue 217,250 13,566 230,816

Revenue from external customers 217,250 13,566 230,816

Segment profit

Total segment profit 40,197 1,441 41,638

Segment profit from core operations 40,197 1,441 41,638

Items included within the segment profit:

Depreciation expense 2,326 198 2,524

Amortisation expense 16,990 16 17,006

Total segment assets 283,781 20,466 304,247

Additions to non-current assets 6,388 - 6,388

Total segment liabilities 66,251 5,121 71,372

(i) Reconciliation of segment revenue to the consolidated statement of comprehensive income

2019 2018

$'000 $'000

Segment revenue 231,324 230,816

Total operating revenue 231,324 230,816

Geographical segments

In presenting information based on geographical segments, segment revenue is based on the geographical location of

customers. Segment assets are based on the geographical location of the assets.

The Group’s business segments operate geographically as follows:

Geographical segment Regions covered

APAC Australia, New Zealand and Asia

Americas North America, Central America and Latin America

EMEA Europe, Middle East and Africa

Product segments

In presenting information based on product segments, the Group’s business segments provide the following types of

products and services as follows:

Product Description of product

Licence, support

and maintenance

Recurring billing application licence, support and maintenance services delivered as part of a

total billing system solution.

Services Provision of various professional services in relation to customer billing systems and IT

outsourced services covering facilities management, systems and operations support, network

services and business continuity support.

Hardware and

software sales

Provision of other third-party hardware and software licences to customers of the Group’s

billing system solutions.

Other Includes reimbursed expenses incurred for servicing the customer contract.



37


(ii) Disaggregation of revenue from contracts with customers by segment

Set out below is the disaggregation of the Group’s revenue from contracts with customers:

Billing Other Total

2019 $'000 $'000 $'000

Products

Licence, support and maintenance 138,202 6,884 145,086

Services 78,042 5,799 83,841

Hardware and software sales 1,038 - 1,038

Other revenue 1,101 258 1,359

Total revenue from contracts with customers 218,383 12,941 231,324

Revenue by market vertical

Utilities 144,816 5,898 150,714

Communications 73,567 - 73,567

Other - 7,043 7,043


Revenue by geographic segment

APAC 42,723 7,043 49,766

Americas 50,213 5,898 56,111

EMEA 125,447 - 125,447


Timing of revenue recognition

Goods and services transferred at a point in time 2,530 258 2,788

Services transferred over time 215,853 12,683 228,536


Billing Other Total

2018* $'000 $'000 $'000

Products

Licence, support and maintenance 123,678 5,653 129,331

Services 90,439 7,913 98,352

Hardware and software sales 1,874 - 1,874

Other revenue 1,259 - 1,259


Revenue by market vertical

Utilities 144,286 7,714 152,000

Communications 72,964 - 72,964

Other - 5,852 5,852


Revenue by geographic segment

APAC 44,025 5,852 49,877

Americas 47,667 7,714 55,381

EMEA 125,558 - 125,558


Timing of revenue recognition

Goods and services transferred at a point in time 19,422 - 19,422

Services transferred over time 197,828 13,566 211,394


*: As described in Note 3(a)(i), comparative amounts for the prior period have not been adjusted under the modified retrospective method.



38


(iii) Reconciliation of segment profit from core operations to the consolidated statement of

comprehensive income

2019 2018

Note $'000 $'000

Segment profit from core operations 38,304 41,638

Interest revenue 3 84 127

Finance costs 5 (2,067) (2,085)

Unallocated depreciation and amortisation (2,227) (757)

Separately disclosed items impacting profit 4 (2,794) (677)

Other expense (3,523) (1,264)

Profit before income tax 27,777 36,982

(iv) Reconciliation of segment assets to the consolidated statement of financial position

2019 2018

$'000 $'000

Segment assets 503,707 304,247

Unallocated assets

– Cash 38,288 23,245

– Other 2,997 2,278

Total unallocated assets 41,285 25,523

Total assets 544,992 329,770

Total non-current assets attributed to individual geographies is detailed as follows. Unallocated assets include deferred

tax assets, which are not allocated to a specific location as they are managed on a group basis:

2019 2018

$'000 $'000

APAC 38,839 37,404

Americas 224,997 59,020

EMEA 153,055 158,002

Unallocated assets 4,601 4,062


(v) Reconciliation of segment liabilities to the consolidated statement of financial position

2019 2018

$'000 $'000

Segment liabilities 109,426 71,372

Unallocated liabilities

– Bank loan 186,327 27,233

– Other 369 1,242

Total unallocated liabilities 186,696 28,475




39

3. Revenue and other income

2019 2018

$'000 $'000

Operating revenue

Revenue from contracts with customers 2 231,324 230,816

Total operating revenue 231,324 230,816

Other income

From operating activities

Interest income 84 127

Other income 1,550 1,830

Total other income 1,634 1,957


(a) AASB 15 Revenue from Contracts with Customers

AASB 15 supersedes all previous revenue recognition requirements under Australian Accounting Standards. The core

principle of AASB 15 is that an entity recognises revenue when control of the promised goods or services transfer to the

customer at an amount that reflects the consideration to which the entity expects to be entitled in exchange for those

goods or services.

(i) Impact on adoption

The Group adopted AASB 15 using the modified retrospective method of adoption, where the cumulative effect of initially

applying the standard is recognised as an adjustment to the opening balance of retained earnings on 1 July 2018.

Therefore, comparative figures for prior reporting periods are not restated. The Group also elected to apply AASB 15

only to contracts that are not completed at 1 July 2018.

The effect of adopting AASB 15 is as follows:

1 July 2018 transition

adjustment

$'000

Assets

Other current assets 1,733

Total assets impact 1,733

Liabilities

Unearned revenue (251)

Total liabilities impact (251)

Net assets impact 1,984

Equity

Retained earnings 1,984

Total equity impact 1,984

Had AASB 15 not applied and the financial statements were still produced under previous guidance and accounting

standards, the financial report for the year ended 30 June 2019 would have been impacted as follows:

$'000

Statement of comprehensive income

Revenue (186)

Impact on statement of comprehensive income for the year ended 30 June 2019 (186)

Statement of financial position

Other current assets (278)

Unearned revenue 92

Impact on net assets in the statement of financial position as at 30 June 2019 (186)

Impact on equity in the statement of financial position as at 30 June 2019 (186)



40

3. Revenue and other income (continued)

(ii) Performance obligations

The transaction price allocated to remaining performance obligations represents contracted revenue that has not yet

been recognised. They include amounts recognised as unearned revenue and amounts that are contracted but not yet

billed or performed.

The transaction price allocated to performance obligations that are unsatisfied or partially unsatisfied as at 30 June 2019,

is $121,449,000. This amount mostly comprises obligations in our long-term contracts to provide software or “software-

as-a-service” (SaaS) support and maintenance, open long-term professional services contracts as well as licences

contracted but not yet earned as the licence has not yet been deployed. Most of this amount is expected to be

recognised as revenue beyond the next 12 months following the respective balance sheet date. This estimation is

judgmental, as it needs to consider estimates of possible future contract modifications. The amount of transaction price

allocated to the remaining performance obligations, and changes in this amount over time, are impacted by, among

others, currency fluctuations and the remaining contract period of our billing solution agreements (which, in some cases,

are contracted until 5 years after balance sheet date).

Revenue recognised in the current reporting period aligned to performance obligations satisfied in earlier periods was

$14,059,000, mainly resulting from the increased usage of software licences already delivered during the reporting

period.

(iii) Contract balances

2019 2018

Note $'000 $'000

Accrued revenue 27,817 5,824

Unearned revenue 27,069 22,914

Increases in the balance of accrued and unearned revenue during the year relate to the acquisition of Sigma Systems

(refer to note 24). Additionally, the increase in accrued revenue was a result of software licences deployed on contract

inception but have yet to be billed to the customer.

Revenues recognised in the current reporting period that was included in deferred revenue at the beginning of the

reporting period was $22,251,000, representing support and maintenance performed during the period.

(b) Government grants

Included in other income during the financial year is $309,000 (2018: $593,000) related to government grants receivable

to compensate for eligible employee expenditure related to research activities performed in Norway. There are no

unfulfilled conditions or contingencies attached to these grants.

Revenue

The Group derives revenues from customer contracts associated with the provision of billing solutions. A typical

contract may include various deliverables in consideration for fees. Such deliverables in our contracts include, but are

not limited to, the provision of a software licence, support and maintenance services, as well as professional

implementation and customisation services.

The nature of fee structures within the contracts vary by customer. The timing and frequency of invoicing depends on

the terms and conditions of each contract. Invoices are billed to the customer either in advance or in arrears on normal

commercial terms. Where the contract requires invoicing in advance, revenue is initially deferred as unearned revenue

until the Group fulfils its performance obligations. Where the contract requires invoicing in arrears, revenue recognised

on fulfilment of a performance obligation is brought to account as accrued revenue, until the Group’s right to

consideration becomes unconditional and the accrued revenue is then presented as a receivable.

The Group’s accounting policies with respect to each of the individual deliverables in the Group’s customer contracts

is outlined in sub-sections (i) onwards.

i) Licence, support and maintenance revenue

The Group’s contracts for billing solutions regularly include software licences associated with the relevant billing

solution provided to the customer. The nature of the licence varies by customer and billing solution. As part of the

licence agreement, various support and maintenance services are available to support the customer’s use of the

billing solution. This includes the provision of various bugfixes, updates and helpdesk support.

Significant accounting policies



41


Licence, support and maintenance revenue (continued)

Generally, the provision of the software licence is a distinct performance obligation. However, where there are

associated implementation, customisation or other professional services in the contract that significantly modify,

customise or are highly interrelated with the licence, the software licence and implementation services are combined

into a single performance obligation. The determination of whether the licence should be combined with the services

is a matter of judgement, depending on the nature of the implementation of the services provided and the licence

specifications in the customer contract.

How the licence performance obligation is fulfilled depends on the nature of the licence and how the Group provides

the licence to the customer, irrespective of whether the licence is provided in perpetuity or for a specified contractual

term:

▪ Where the licence is installed and delivered on customer premises, the customer can derive substantial benefits

from the licence on its own. Therefore, the performance obligation is fulfilled (and revenue recognised) at the

point in time the licence goes live, typically when customer acceptance has been obtained and the licence meets

the agreed-upon specifications.

▪ Where the licence is hosted by the Group (for example, in some of our SaaS applications), the customer is

dependent on our continual hosting of the licence platform in order to derive and receive substantial benefits from

the licence. Therefore, the performance obligation is fulfilled (and revenue recognised) over time, which is

typically evenly over the contracted period in which access to the licence is made available to the customer.

Licence fees in some pay-TV and telecommunications contracts are dependent on the subsequent usage of the

licence by the customer, which is determined by customer-defined metrics such as subscriber counts or end-user

numbers. For these contracts, the Group uses the sales/usage-based royalty exception and recognises revenue

when the subsequent usage is known, which is typically at the end of each billing period.

Support and maintenance services are generally considered a distinct single performance obligation, separately

identifiable to the software licence, as all the individual activities that comprise of support and maintenance are highly

interrelated with each other. Revenue related to the provision of support and maintenance is recognised evenly over

the contracted term in which the customer is entitled to receive support and maintenance.

ii) Services revenue

The Group provides various configuration, implementation, customisation and other professional services that the

customer is contracted to receive. This may be a part of the overall billing solution, or discrete projects separately

agreed with the customer. The various individual activities that form the professional services provided to the

customer are highly interrelated with each other and therefore is treated as a single performance obligation. Revenue

from these professional services are recognised over time by reference to the stage of completion of the contracts.

Stage of completion is measured by reference to labour hours incurred to date as a percentage of total estimated

labour hours for each contract, and by reference to any contracted milestones achieved such as customer

acceptance of the final specification.

As described above in “Licence, support and maintenance revenue” certain professional services might be combined

with the provision of the software licence depending on the nature of the licence and the professional services

provided.

iii) Hardware/software sales revenue

Some of the Group’s subsidiaries on-sells certain third-party hardware and software products. Revenue is recognised

when control over the software has transferred to the customer. Determination of when control has passed depends

on whether the customer has legal title over the products, whether the customer has obtained possession of the

products or whether the Group has present right to payment.

The Group is considered principal in the sales transaction as the Group has procured the products from its various

vendors and the Group bears the risk and responsibility for selling those products to the customer.

iv) Other revenue

Other revenue consists of reimbursed expenses incurred for servicing the customer contract. Revenue is recognised

when the Group has legal enforceability under the contract to have the relevant expenses reimbursed from the

customer.




42


v) Financing components

The Group does not expect to have any contracts where the period between the transfer of the promised goods or

services to the customer represents a financing component. Therefore, the Group does not adjust any of the

transaction prices for the time value of money.

vi) Presentation and disclosure

In Note 2(b) of the financial statements, the Group has disaggregated revenue recognised from contracts with

customers into the following categories:

▪ The types of goods and services we provide our customers in our contracts;

▪ The primary market vertical that our customers operate in. ‘Utilities’ includes our electricity, gas and water

customers, while ‘Communications’ includes our telecommunications and pay-TV customers; and

▪ The key geographic regions where our customers are located, which is consistent with the geographic segments

identified for our segment reporting.

We believe these categories best depicts how the nature, amount, timing and uncertainty of revenue and cash flows

are affected by economic factors.

AASB 15 uses the terms “contract asset” and “contract liability”. To maintain consistency in presentation with prior

periods, the Group has retained the use of “accrued revenue” and “unearned revenue” respectively.

In disclosing the amount of the transaction price allocated to unsatisfied or partially satisfied performance obligations,

the Group has elected to use the practical expedient available in AASB 15 and disclose only the amounts allocated

to performance obligations expected to be satisfied after the next 12 months.

Other income

Interest income is recognised when it becomes receivable on a proportional basis, taking into account the interest

rates applicable to the financial assets.

Sales tax (including GST and VAT)

Revenues, expenses and assets are recognised net of the amount of sales tax, except where the amount of sales

tax incurred is not recoverable from the Tax Office. In these circumstances the sales tax is recognised as part of the

acquisition of the asset or as part of an item of the expense. Receivables and payables in the consolidated statement

of financial position are shown inclusive of sales tax.

Cash flows are presented in the consolidated statement of cash flows on a gross basis, except for the sales tax

component of investing and financing activities, which are disclosed as operating cash flows.

Government grants

Government grants are recognised at their fair value where there is reasonable assurance that the grant will be

received, and all attached conditions will be complied with. Government grants relating to costs are deferred and

recognised in the statement of comprehensive income over the period necessary to match them with the costs that

they are intended to compensate. Government grants received for which there are no future related costs are

recognised in the statement of comprehensive income immediately.




43

4. Separately disclosed items

The Group has disclosed underlying EBITDA(1) and underlying profit after tax, referring to the Group’s trading results

adjusted for certain transactions during the year that are not representative of the Group’s regular business activities.

The Group considers that these transactions are of such significance to understanding the ongoing results of the Group,

that the Group has elected to separately identify these transactions to determine an ongoing result to enable a “like-for-

like” comparison. These items are described as “separately disclosed items” throughout this Financial Report.

2019 2018

Note $'000 $’000

Decrease to profit before tax

Transaction costs related to the acquisition of Sigma Systems (2018: acq. of Enoro) 24 (2,063) (677)

Onerous lease provision 14 (659) -

Restructuring costs incurred in Sigma Systems (72) -

Total separately disclosed items (2,794) (677)

Transaction costs related to the acquisition of Sigma Systems (2018: acquisition of Enoro)

Transaction costs of $2,063,000 were incurred in relation to the acquisition of the Sigma Systems group of entities

(“Sigma”). These include costs associated with vendor due diligence, legal and other administrative matters, as well as

related travel costs incurred to meet representatives of Sigma’s management. These costs are included with “Travel

Expenses” and “Other Expenses” in the Group’s consolidated statement of comprehensive income.

Further details of the acquisition of Sigma are described in note 24.

In the prior year, transaction costs of $677,000 were incurred in relation to the acquisition of Enoro Holdings AS

(subsequently renamed to Hansen Technologies Holdings AS during FY19) and its controlled subsidiaries. These costs

were included with “Other Expenses” in the Group’s consolidated statement of comprehensive income in the prior year.

Onerous lease provision

The Group recognised a provision on future lease payments for one of our offices in the Americas, as the non-

cancellable future payments in the lease contract are expected to exceed the benefits from keeping the office over the

remainder of the lease term. The Group has separately identified these costs because it is not in the normal course of

business activities. These costs are included with “Property and Occupancy Rental Expenses” in the Group’s

consolidated statement of comprehensive income.

Restructuring costs incurred in Sigma Systems

Included in Sigma’s results for June are $72,000 of restructuring costs related to certain redundancy payments post-

acquisition. These costs are included with “Employee Benefit Expenses” in the Group’s consolidated statement of

comprehensive income.

(a) Reconciliation with Group statutory measures

2019 2018

Note $'000 $’000

Underlying EBITDA 55,837 59,961

Less separately disclosed items (2,794) (677)

EBITDA(1) 53,043 59,284

Underlying profit after tax 24,011 29,527

Less separately disclosed items (2,794) (677)

Tax effect of separately disclosed items 248 -


(1) EBITDA is a non-IFRS term, defined as Earnings before interest, tax, depreciation and amortisation, and excluding net foreign exchange gains (losses).



44

5. Profit from continuing operations

Profit from continuing operations before income tax has been determined after the following specific expenses:

2019 2018

Note $'000 $'000

Employee benefit expenses

Wages and salaries 118,052 113,929

Superannuation costs 9,006 8,939

Share-based payments and employee share plan expensed 8(a) 969 1,265

Total employee benefit expenses 128,027 124,133

Depreciation expense

Plant, equipment and leasehold improvements 8(a), 11 3,806 3,908

Total depreciation of non-current assets 3,806 3,908

Amortisation of non-current assets

Technology and other intangibles 8(a), 12 12,054 11,419

Software development costs 8(a), 12 6,896 5,064

Total amortisation of non-current assets 18,950 16,483

Property and operating rental expenses

Minimum lease payments recognised as an operating lease expense 7,214 6,746

Other property-related expenses 3,180 3,249

Total property and operating rental expenses 10,394 9,995

Finance charges

Finance costs 2,067 2,085

Total finance costs 2,067 2,085

Net foreign exchange losses / (gains) included in other expenses 8(a) 527 (47)



45

6. Income tax

(a) Components of income tax expense

2019 2018

$'000 $'000

Current tax expense 6,238 8,535

Deferred tax expense/(income) 841 (284)

Over provision in prior years (767) (119)

Total income tax expense 6,312 8,132

The prima facie tax payable on profit before income tax reconciled to the income tax

expense is as follows:

Prima facie income tax payable on profit before income tax at 30% 8,333 11,095

Add/(less) tax effect of:

Impact of tax rates on foreign subsidiaries (1,506) (271)

Research and development allowances (86) (611)

Non-deductible share-based payments 151 206

Over provision in prior years (767) (119)

Utilisation of prior year tax losses not brought to account (474) -

Effect of tax rate change during the year in the United States - (1,164)

Amortisation of acquired intangibles (2,076) (3,055)

Other non-allowable items 2,737 2,051

Income tax expense attributable to profit 6,312 8,132

(b) Deferred tax

2019

$’000

2018

$’000

Deferred tax asset 4,601 4,061

Deferred tax liability (44,290) (16,156)

Net deferred tax (39,689) (12,095)

(i) Deferred tax asset

The deferred tax asset balance comprises of the following items:

2019

$’000

2018

$’000

Difference in depreciation and amortisation of plant and equipment for accounting

and income tax purposes 1,208 950

Other payables - 156

Employee benefits 2,378 1,957

Accruals 1,015 998

4,601 4,061



46

6. Income tax (continued)

(ii) Deferred tax liability

The deferred tax liability balance comprises of the following items:

2019

$’000

2018

$’000

Research and development expenditure (5,540) (4,737)

Difference in depreciation and amortisation of plant, equipment and intangibles for

accounting and income tax purposes (35,503) (11,370)

Other payables (947) -

Other income not yet assessable - (49)

Temporary differences relating to revenue recognition (adoption of AASB 15) (2,300) -

(44,290) (16,156)

(iii) Reconciliation of net deferred tax balances

Note

2019

$’000

2018

$’000

Opening balance – net deferred tax liability (12,095) (1,886)

Deferred tax (expense)/income recognised in profit or loss (841) 284

Increase due to acquisition 24 (26,753) (10,493)

Closing balance – net deferred tax liability (39,689) (12,095)

(iv) Deferred tax assets not brought to account (available tax losses)

2019

$’000

2018

$’000

Gross capital losses 847 847

Gross operating losses 1,430 1,984

2,277 2,831

Deferred tax assets have not been recognised in respect of these losses. Realisation of the unrecognised tax losses,

temporary differences and offsets is dependent on the future production of sufficient taxable profits in the relevant

jurisdictions as well as continued compliance with regulatory requirements for availability.



47

6. Income tax (continued)

Income tax

Current income tax expense is the tax payable on the current period’s taxable income based on the applicable

income tax rate adjusted by changes in deferred tax assets and liabilities. The tax rates and tax laws used to

compute the amount are those that are enacted or substantively enacted at the reporting date.

Deferred tax balances

Deferred tax assets and liabilities are recognised for temporary differences at the applicable tax rates when the

assets are expected to be recovered or liabilities settled. No deferred tax asset or liability is recognised in relation to

temporary differences if they arose in a transaction, other than a business combination, that at the time of the

transaction did not affect either accounting profit or taxable profit or loss.

Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable

that future taxable amounts will be available to utilise those temporary differences and losses.

Current and deferred tax balances attributable to amounts recognised directly in equity are also recognised directly

in equity.

The carrying amount of deferred tax assets is reviewed at each reporting date and reduced to the extent that it is no

longer probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset to be

utilised. Unrecognised deferred tax assets are reassessed at each reporting date and are recognised to the extent

that it has become probable that future taxable profits will allow the deferred tax asset to be recovered.

Deferred tax assets and deferred tax liabilities are offset if a legally enforceable right exists to set off current tax

assets against current income tax liabilities and the deferred taxes relate to the same taxable entity and the same

taxation authority.

Tax consolidation

The Group is subject to income taxes in Australia and jurisdictions in which it has foreign operations. In some of

these jurisdictions, namely Australia and the United States, the immediate parent entity and entities it controls have

formed local income tax consolidated groups that are taxed as a single entity in their relevant jurisdiction. The head

entity of the Australian tax consolidated group is Hansen Technologies Limited. Each tax consolidated group has

entered a tax funding agreement whereby each entity in the tax consolidated group recognises the assets, liabilities,

expenses and revenues in relation to its own transactions, events and balances only. This means that:

▪ the parent entity recognises all current and deferred tax amounts relating to its own transactions, events and

balances only;

▪ the subsidiaries recognise current or deferred tax amounts arising in respect of their own transactions, events

and balances; and

▪ the current tax liabilities and deferred tax assets arising in respect of tax losses, are transferred from the

subsidiary to the head entity as inter-company payables or receivables.

Each tax consolidated group also has a tax sharing agreement in place to limit the liability of subsidiaries in the tax

consolidated group arising under the joint and several liability requirements of the tax consolidation system, in the

event of default by the parent entity to meet its payment obligations. This means that under the tax sharing

agreement, the subsidiaries are legally liable to the income tax payable in proportion to their contribution to the net

profit before tax of the tax consolidated group.




48

7. Earnings per share

2019 2018

$’000 $’000

Reconciliation of earnings used in calculating earnings per share:

Basic earnings – ordinary shares 21,465 28,850

Diluted earnings – ordinary shares 21,465 28,850

2019 2018

No. of Shares No. of Shares

Weighted average number of ordinary shares used in calculating earnings per

share:

Number for basic earnings per share – ordinary shares 197,017,215 195,541,345

Number for diluted earnings per share – ordinary shares 198,632,621 196,581,097

2019 2018

Cents Per Share Cents Per Share

Basic earnings (cents) per share 10.9 14.8

Diluted earnings (cents) per share 10.8 14.7

Classification of securities as potential ordinary shares

The securities that have been classified as potential ordinary shares and included in diluted earnings per share are only

options and rights outstanding under the Employee Performance Rights Plan and the Employee Share Option Plan.

Earnings per share (EPS)

Basic EPS is calculated by dividing the profit for the year attributable to ordinary equity holders of the Company by

the weighted average number of ordinary shares outstanding during the year.

Diluted EPS is calculated by dividing the profit attributable to ordinary equity holders of the Company by the

weighted average number of ordinary shares outstanding during the year, plus the weighted average number of

ordinary shares that would be issued on conversion of all the dilutive potential ordinary shares into ordinary shares.




49

Section C: Working Capital and Operating Assets

This section describes the different components of our working capital supporting the operating liquidity of the Group, as

well as the long-term tangible and intangible assets supporting the Group’s performance.

8. Cash and cash equivalents

2019 2018

$'000 $'000

Cash at bank and on hand 36,677 22,772

Interest bearing deposits 1,611 473

Total cash and cash equivalents 38,288 23,245

(a) Reconciliation of the net profit after tax to net cash flows from operations

2019 2018

$'000 $'000


Add/(less) items classified as investing/financing activities:

Net loss/(profit) on sale of non-current assets 17 (14)

Add/(less) non-cash items:

Depreciation and amortisation 5 22,756 20,391

Share-based payments expense 5, 16(e) 829 1,130

Unrealised foreign exchange 5 527 (47)

Expected credit loss recovered from bad debts (62) (38)

Reclassification to intangibles from deferred tax - (241)

Employee share plan expense 5 140 135

Net cash provided by operating activities before change in assets and

liabilities 45,672 50,166

Changes in assets and liabilities adjusted for effects of purchase of controlled

entities during the year:

Decrease in trade receivables 3,745 9,131

Increase in sundry debtors and other assets (7,436) (2,021)

Increase/(decrease) in trade payables 4,592 (2,035)

Decrease in other creditors and accruals (7,944) (7,547)

Increase in employee benefits provision 1,403 3,055

Decrease/(increase) in deferred taxes 841 (285)

(Decrease)/increase in income tax payable (1,223) 1,641

Net cash provided by operating activities 39,650 52,105

Cash and cash equivalents

Cash and cash equivalents include cash on hand and at banks, short term deposits with an original maturity of six

months or less held at call with financial institutions and bank overdrafts. Bank overdrafts are shown within

borrowings in current liabilities on the statement of financial position.




50

9. Receivables

2019 2018

$'000 $'000

Current

Trade receivables 47,510 36,741

Less: provision for impairment (221) (82)

47,289 36,659

Sundry receivables 2,186 595

Total trade and other receivables 49,475 37,254

As at 30 June 2019, trade receivables of $15,273,000 (2018: $9,497,000) were past due but not impaired. These relate

to a number of independent customers for whom there is no recent history of default. The ageing analysis of the trade

receivables is as follows:

Gross Provided Gross Provided

2019 2019 2018 2018

Trade receivables ageing analysis at 30 June: $'000 $'000 $'000 $'000

Not past due 32,016 - 27,178 (15)

Past due 1– 30 days 4,425 - 3,199 (7)

Past due 31– 60 days 4,086 (23) 2,052 (7)

Past due more than 61 days 6,983 (198) 4,312 (53)

47,510 (221) 36,741 (82)

The sundry receivables do not contain impaired assets and are not past due. Based on the credit history of these

receivables, it is expected that these amounts will be received when due and thus, no provision for impairment has been

recorded. The Group does not hold any collateral in relation to these receivables.

2019 2018

$'000 $'000

Movements in the provision for impairment were:

Opening balance at 1 July 82 -

Acquisition of Sigma Systems 169 -

Other movements for the year 52 82

Amounts written off (82) -

Closing balance at 30 June 221 82

Trade receivables

Trade receivables represent amounts owed by our customers and are recognised initially at the amount of

consideration where the right to payment is conditional only on the passage of time. The Group holds the trade

receivables with the objective of collecting contractual cash flows and therefore measures them subsequently at

amortised cost using the effective interest method, less an allowance for impairment. Trade receivables are generally

due for settlement between 30 and 60 days.

The Group recognises a provision for impairment by calculating lifetime expected credit losses (ECLs). In determining

the appropriate amount of lifetime ECLs, the Group has established a provision matrix that is based on its historical

credit loss experience, adjusted for forward-looking factors specific to the debtors and the economic environment.

Individual debts which are known to be uncollectible are written-off by reducing the carrying amount directly. Expected

credit losses are recognised in the Statement of Comprehensive Income within impairment expenses. When a trade

receivable for which an impairment allowance had been recognised becomes uncollectible in a subsequent period, it

is written off against the allowance account.




51

10. Other current assets

2019 2018

$'000 $'000

Prepayments – current 7,813 4,892

Other assets 107 67

Total other current assets 7,920 4,959

11. Plant, equipment and leasehold improvements

2019 2018

$'000 $'000

Plant, equipment and leasehold improvements at cost 45,511 40,308

Accumulated depreciation (34,525) (29,754)

Total plant, equipment and leasehold improvements 10,986 10,554

Movements in cost and accumulated depreciation during the year are inclusive of any net foreign currency movements

arising from foreign operations.

Reconciliation of the carrying amounts of plant, equipment and leasehold improvements at the beginning and end of the

current financial year is shown below:

2019 2018

Note $'000 $'000

Plant, equipment and leasehold improvements at cost

Carrying amount at 1 July 10,554 8,912

Additions 2,980 2,843

Increase due to acquisition of subsidiary 970 2,533

Disposals (22) (106)

Depreciation expense 5 (3,806) (3,908)

Net foreign currency movements arising from foreign operations 310 280

Carrying amount at 30 June 10,986 10,554

Plant, equipment and leasehold improvements

Cost and valuation

All classes of plant, equipment and leasehold improvements are stated at cost less depreciation and any

accumulated impairment losses.

Depreciation

The depreciable amounts of all fixed assets are depreciated on a straight-line basis over their estimated useful lives

commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the

shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

The useful lives for each class of assets are: 2019 2018

Plant, equipment and leasehold improvements 3 to 15 years 3 to 15 years

Leased plant and equipment 3 to 15 years 3 to 15 years

An item of property, plant and equipment initially recognised is derecognised upon disposal. Any gain or loss arising

on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying

amount of the asset) is included in profit or loss when the asset is derecognised.

The residual values, useful lives and methods of depreciation of property, plant and equipment are reviewed at each

financial year end and adjusted prospectively, if appropriate.




52

12. Intangible assets

2019 2018

$'000 $'000

Goodwill at cost 223,547 152,565

Accumulated impairment (1,595) (1,573)

Net book amount of goodwill 221,952 150,992

Technology and other intangibles at cost 196,264 99,415

Accumulated amortisation and impairment (41,466) (28,196)

Net book amount of technology and other intangibles 154,798 71,219

Software development at cost 65,583 53,382

Accumulated amortisation and impairment (39,551) (32,153)

Net book amount of software development 26,032 21,229

Total intangible assets 402,782 243,440

2019 2018

Note $'000 $'000

Reconciliation of goodwill at cost


Increase due to acquisition of subsidiary 24 66,662 57,270

Reclassification to intangibles from deferred tax - 241

Net foreign currency movements arising from foreign operations 4,320 5,996


Accumulated impairment at beginning of year (1,573) (1,562)

Net foreign currency movements arising from foreign operations (22) (11)

Accumulated impairment at end of year (1,595) (1,573)

Reconciliation of technology and other intangibles at cost


Increase due to acquisition of subsidiary 24 93,188 55,571

Net foreign currency movements arising from foreign operations 3,661 5,115


Accumulated amortisation and impairment at beginning of year (28,196) (16,391)

Amortisation of technology and other intangibles 5 (12,054) (11,419)

Net foreign currency movements arising from foreign operations (1,216) (386)

Accumulated amortisation and impairment at end of year (41,466) (28,196)

Reconciliation of software development at cost


Expenditure capitalised in current period 10,892 10,027

Net foreign currency movements arising from foreign operations 1,309 787


Accumulated amortisation at beginning of year (32,153) (26,923)

Current year amortisation charge 5 (6,896) (5,064)

Net foreign currency movements arising from foreign operations (502) (166)

Accumulated amortisation at end of year (39,551) (32,153)



53

12. Intangible assets (continued)

Goodwill

Goodwill represents the future economic benefits arising from other assets acquired in a business combination that

are not individually identifiable or separately recognised. Refer to note 24 for a description of how goodwill arising

from a business combination is initially measured.

Technology and other intangibles

Other intangibles consist of trademarks, brand names, customer relationships and non-compete clauses.

Technology and other intangibles are recognised at cost and are amortised over their estimated useful lives, which

is generally the term of the contract for customer contracts and 5-10 years for technology and other intangibles.

Technology and other intangibles are carried at cost less accumulated amortisation and any impairment losses.

Research and development

Expenditure on research activities is recognised as an expense when incurred.

Development costs are capitalised when the entity can demonstrate all of the following: the technical feasibility of

completing the asset so that it will be available for use or sale; the intention to complete the asset and use or sell it;

the ability to use or sell the asset; how the asset will generate probable future economic benefits; the availability of

adequate technical, financial and other resources to complete the development and to use or sell the asset; and the

ability to measure reliably the expenditure attributable to the asset during its development.

Capitalised development expenditure is carried at cost less any accumulated amortisation and any accumulated

impairment losses. Amortisation is calculated using a straight–line method to allocate the cost of the intangible asset

over its estimated useful life, which is generally 5 years. Amortisation commences when the intangible asset is

available for use.

Other development expenditure is recognised as an expense when incurred.

Impairment of non-financial assets

Assets with an indefinite useful life are not amortised but are tested at least annually for impairment in accordance

with AASB 136 Impairment of Assets. Assets subject to annual depreciation or amortisation are reviewed for

impairment whenever events or circumstances arise that indicate that the carrying amount of the asset may be

impaired. An impairment loss is recognised where the carrying amount of the asset exceeds its recoverable amount.

The recoverable amount of an asset is defined as the higher of its fair value less costs of disposal and value in use.


Capitalisation of research and development costs

Development costs incurred are assessed for each research and development project and a percentage of the

expenditure is capitalised when technical feasibility studies demonstrate that the project will deliver future economic

benefits and those benefits can be measured reliably.

There has been investment in research and development expenditure incurred in relation to the various billing

software platforms in the 2019 financial year. Returns are expected to be derived from this investment over the

coming year(s).

The assets’ residual values, useful lives and amortisation methods are reviewed and adjusted if appropriate at each

financial year end. The estimation of useful lives of assets has been based on historical experience and expected

product lifecycle, which could change significantly as a result of technological innovation.

Critical accounting estimate and judgement



54

12. Intangible assets (continued)

(a) Impairment test for goodwill

For impairment testing, the Group views that its past business combinations giving rise to goodwill on acquisition relate

to synergistic opportunities for its billing solutions. Therefore, goodwill is allocated entirely to the Billing CGU, which is

also an operating and reportable segment.

The recoverable amount of the Billing CGU has been determined based on a value-in-use calculation using cash flow

projections over a five-year period. Cash flows beyond the five-year forecast period are extrapolated using the estimated

terminal growth rates.

Key assumptions used for value-in-use calculations

The key assumptions for the Billing CGU supporting the disclosed recoverable value is as follows:

▪ Profit before tax for the first year based on financial budgets approved by senior management;

▪ Beyond the first year, profit before tax annual growth rate of 1.8% (2018: 1.8%);

▪ A post-tax discount rate of 7.2% (2018: 6.8%); and

▪ Terminal growth rate of 1.8% (2018: 1.8%) at the end of the forecast period.

Both the profit before tax growth rate beyond FY19 and the terminal growth rate ranges are derived from management’s

best estimate of revenue and operating expenditure growth, taking into account changes in the industry, customer

market prospects, future product developments and technological innovation. Profit before tax is then adjusted for

amounts related to tax.

The discount rate is based on the Group’s weighted average cost of capital.

Results of impairment testing and sensitivity to changes in assumptions

Based on the Group’s impairment testing for 2019, there was no requirement to impair goodwill as the recoverable

amount of the Billing CGU exceeds its carrying amount.

The Group has considered changes in key assumptions that it believes to be reasonably possible. For the Billing CGU,

the recoverable amount exceeds the carrying amount when testing the sensitivity of reasonably possible changes in key

assumptions and there is no reasonably possible change in a key assumption that would result in impairment.

Impairment of goodwill

The Group tests whether goodwill has been impaired on an annual basis. Management judgement is applied to

identify the cash generating units (CGU). The recoverable amount of a cash generating unit (CGU) is determined

based on value-in-use calculations which require the use of assumptions and discounting of future cash flows.

These assumptions are based on best estimates at the time of performing the valuation. Cash flow projections do

not include restructuring activities that the Group is not yet committed to or significant future investments that will

enhance the performance of the assets of the CGU being tested.

Goodwill is monitored by management at the level of operating segments identified in note 2.

Impairment of non-financial assets other than goodwill

All assets are assessed for impairment at each reporting date by evaluating whether indicators of impairment exist

in relation to the continued use of the asset by the consolidated entity. Impairment triggers include declining product

or manufacturing performance, technology changes, adverse changes in the economic or political environment or

future product expectations. If an indicator of impairment exists, the recoverable amount of the asset is determined.




55

13. Payables

2019 2018

$'000 $'000

Trade payables 10,349 3,409

Other payables 10,846 13,083

Total payables 21,195 16,492

14. Other operating provisions

2019 2018

$'000 $'000

Current

Lease and rental provisions 1,051 358

Other 160 113

1,211 471

Reconciliation of other operating provisions

Carrying amount at beginning of year 471 504

Net provisions/(payments) made during the year 740 (33)

Carrying amount at end of year 1,211 471

The movement in operating provisions during the year was largely driven by an onerous lease provision of $659,000.

This provision has been classified as a separately disclosed item in understanding the Group’s results. Refer to note 4

for further information.

Trade payables

Trade payables are initially recognised at their fair value and subsequently carried at amortised cost and are not

discounted. These amounts represent liabilities for goods and services provided to the Group prior to the end of

financial year which are unpaid. The amounts are unsecured and are paid in accordance with vendor terms, which

are usually within 30 to 60 days of recognition. Trade and other payables are presented as current liabilities unless

payment is not due within 12 months after the reporting period.


Provisions

Provisions are recognised when the consolidated entity has a legal or constructive obligation, as a result of past

events, for which it is probable that an outflow of economic benefits will result, and that outflow can be reliably

measured.




56

Section D: People

This section provides information about our employee benefit obligations, including annual leave, long service leave and

post-employment benefits. It also includes details about our share plans and the compensation paid to key management

personnel.

15. Employee benefits

2019 2018

$'000 $'000

Current employee benefits1 13,859 12,710

Non-current employee benefits2 189 675

Total employee benefits liability 14,048 13,385 1 Included within current provisions in the statement of financial position. 2 Included within non-current provisions in the statement of financial position.

Employee Benefits Liability

Employee benefits liability represents amounts provided for annual leave and long service leave. The current portion for

this provision includes the total amount accrued for annual leave entitlements and the amounts accrued for long service

leave entitlements that have vested due to employees having completed the required period of service.

Based on past experience, the Group does not expect the full amount of annual leave or long service leave balances

classified as current liabilities to be settled within the next 12 months. These amounts are presented as current liabilities

since the Group does not have an unconditional right to defer the settlement of these amounts in the event employees

wish to use their leave entitlement.

The following amounts reflect leave that is not expected to be taken or paid within the next 12 months:

2019 2018

$'000 $'000

Current leave obligations expected to be settled after 12 months 2,074 1,615

In calculating the present value of future cash flows in respect of long service leave, the probability of long service leave

being taken is based on historical data.

(a) Directors’ and executives’ compensation

2019

$

2018

$

Short term employment benefits 3,875,298 3,553,465

Post-employment benefits 168,821 159,772

Share-based payments 452,717 726,664

4,496,836 4,439,901

Detailed remuneration disclosures are provided in the remuneration report on pages 14 to 26.



57

15. Employee benefits (continued)

Short term employee benefit obligations

Liabilities arising in respect of wages and salaries, annual leave, long service leave and any other employee benefits

expected to be settled within 12 months of the reporting date are measured at the amounts based on remuneration

rates that are expected to be paid when the liability is settled. The expected cost of short term employee benefits in

the form of compensated absences such as annual leave and long service leave is recognised in the provision for

employee benefits. All other short-term employee benefit obligations are presented as payables.

Other long-term employee benefit obligations

The provision for other long-term employee benefits, including obligations for long service leave and annual leave,

which are not expected to be settled wholly before twelve months after the end of the reporting period, are measured

at the present value of the estimated future cash outflow to be made in respect of the services provided by employees

up to the reporting date. Expected further payments incorporate anticipated future wage and salary levels, durations of

service and employee turnover, and are discounted at rates determined by reference to market yields at the end of the

reporting period on high quality corporate bonds that have maturity dates that approximate the terms of the

obligations. Any re-measurements for changes in assumptions of obligations for other long-term employee benefits

are recognised in profit or loss in the periods in which the change occurs.

Other long-term employee benefit obligations are presented as current liabilities in the balance sheet if the entity does

not have an unconditional right to defer settlement for at least twelve months after the reporting date, regardless of

when the actual settlement is expected to occur. All other long-term employee benefit obligations are presented as

non-current liabilities in the consolidated statement of financial position.

Retirement benefit obligations

The consolidated entity makes superannuation and pension contributions to the employee’s defined contribution plan

of choice in respect of employee services rendered during the year. These contributions are recognised as an

expense in the same period when the related employee services are received. The group’s obligation with respect to

employee’s defined contributions entitlements is limited to its obligation for any unpaid superannuation and pension

guarantee contributions at the end of the reporting period. All obligations for unpaid superannuation and pension

guarantee contributions are measured at the (undiscounted) amounts expected to be paid when the obligation is

settled and are presented as current liabilities in the consolidated statement of financial position.

Bonus plan

The consolidated entity recognises a provision when a bonus is payable in accordance with the employee’s contract

of employment or review letter and the amount can be reliably measured.

Termination benefits

The Group recognises an obligation and expense for termination benefits at the earlier of: (a) the date when the

Group can no longer withdraw the offer for termination benefits; and (b) when the Group recognises costs for

restructuring and the costs include termination benefits. In either case, the obligation and expense for termination

benefits is measured on the basis of the best estimate of the number of employees expected to be affected.

Termination benefits that are expected to be settled wholly before twelve months after the annual reporting period in

which the benefits are recognised are measured at the (undiscounted) amounts expected to be paid and are

presented as current liabilities in the consolidated statement of financial position. All other termination benefits are

accounted for on the same basis as other long-term employee benefits and are presented as non-current liabilities in

the consolidated statement of financial position.




58

16. Share-based payments

(a) Employee Share Plan

The Employee Share Plan (ESP) is available to all eligible employees each year to acquire ordinary shares in the

Company from future remuneration (before tax). Shares to be issued or transferred under the ESP will be valued at the

volume-weighted average price of the Company’s shares traded on the Australian Securities Exchange during the five

business days immediately preceding the day the shares are issued or transferred. Shares issued under the ESP are not

allowed to be sold, transferred or otherwise disposed until the earlier of the end of an initial three-year period, or the

participant ceasing continuing employment with the Company.

Details of the movement in employee shares under the ESP are as follows:

2019 2018

No. of Shares No. of Shares

Number of shares at beginning of year 114,758 137,227

Number of shares distributed to employees 45,560 42,480

Number of shares transferred to main share registry and/or disposed of (44,526) (64,949)

Number of shares at year end 115,792 114,758

The consideration for the shares issued on 22 May 2019 was $3.72 (7 May 2018: $4.24).

The value of shares issued under the ESP that was recognised during the year, and any amounts of consideration

provided by eligible participants at balance sheet date were:

2019 2018

$'000 $'000

Issued ordinary share capital 170 180

The market value of the Company’s ordinary shares closed at $3.93 on 30 June 2019 ($3.15 on 30 June 2018).

(b) Employee Performance Rights Plan

The Employee Performance Rights Plan (the Rights Plan) was approved by shareholders at the Company’s AGM on 23

November 2017. Under the Plan, awards are made to eligible executives and other management personnel who have an

impact on the Group’s performance. Plan awards are granted in the form of performance rights over shares which vest

over a period of three years subject to meeting performance measures and continuous employment with the Company.

Each performance right is to subscribe for one ordinary share upon vesting and, when issued, the shares will rank

equally with other shares.

Performance rights issued under the Employee Performance Rights Plan are valued on the same basis as those issued

to KMP, which is described in note 16(d).

Performance rights issued and outstanding at 30 June 2019

Grant

date Vesting date(1)

Fair value per

right $ Rights granted

No. of rights at

30/6/2019

2 Jul 2017 31 Aug 2020 3.815 355,316 355,316

2 Jul 2018 31 Aug 2021 3.01 530,652 530,652

Total 885,968 885,968 (1) The vesting date for rights granted on 2 July 2017 and 2 July 2018 is the date on which the Board notifies the executive that the rights have vested, after

the outcomes for the measurement period have been determined and satisfaction of performance conditions have been assessed. This is likely to be 31

August 2020 and 31 August 2021 respectively.

No performance rights vested or lapsed during the financial year. The number of performance rights issued and

outstanding at 30 June 2018 was 355,316, consisting solely of the performance rights granted on 2 July 2017.

The weighted average contractual life of outstanding performance rights at the end of the financial year is 1.77 years

(2018: 2.17 years).



59

16. Share-based payments (continued)

(c) Employee Share Option Plan

The Employee Share Option Plan (the Option Plan) was approved by shareholders at the Company’s AGM on 9

November 2001 and reaffirmed at the AGM on 24 November 2011. Under the Plan, awards are made to eligible

executives and other management personnel who have an impact on the Group’s performance. Plan awards are

delivered in the form of options over shares which vest over a period of three years subject to meeting performance

measures and continuous employment with the Company. Each option is to subscribe for one ordinary share when the

option is exercised and, when issued, the shares will rank equally with other shares.

Unless the terms on which an option was offered specified otherwise, an option may be exercised at any time after the

vesting date on satisfaction of the relevant performance criteria.

Options issued under the Employee Share Option Plan are valued on the same basis as those issued to KMP, which is

described in note 16(d).

There were no new options issued under the Option Plan during the 30 June 2019 and 30 June 2018 financial years, as

the Option Plan was replaced with the Rights Plan as described in note 16(b).

Movement of options during the year ended 30 June 2019:

Grant

Date Vesting Date

Expiry

Date

Exercise

Price

$

No. of

Options at

Beg. of Year

Options

Exercised

or Lapsed

No. of Options

at End of Year

2 July 2013 2 July 2016 30 Sept 2018(1) 0.92 75,000 (75,000) -

2 July 2014 2 July 2017 2 July 2019 1.30 470,000 (205,000) 265,000

2 July 2015 2 July 2018 2 July 2020 2.67 1,000,000 (75,000) 925,000

22 December 2016 31 Aug 2019(2) 22 December 2021 3.59 1,323,730 - 1,323,730

Total 2,868,730 (355,000) 2,513,730

Weighted average exercise price $1.51 $3.01

(1) The original expiry date for this tranche of options was 2 July 2018. However, due to extraordinary circumstances, the remaining 75,000 options could

not be exercised during the prior financial year. Therefore, the Board had exercised its discretion during the year to extend the expiry date for the remaining

options to 30 September 2018.

(2) Options associated with an EPS hurdle are not expected to vest on 31 August 2019 as the minimum performance target will not be met. Options

associated with a TSR hurdle will vest on 31 Aug 2019 in accordance with accounting standards. However, because the minimum target was not met, these

options will be restricted and unexercisable. Refer to Section 3b) of the audited Remuneration Report for further details.

Movement of options during the year ended 30 June 2018:

Grant

Date Exercise Date

Expiry

Date

Exercise

Price

$

No. of

Options at

Beg. of Year

Options

Exercised

or Lapsed

No. of Options

at End of Year

2 July 2012 2 July 2015 2 July 2017 0.92 40,000 (40,000) -

2 July 2013 2 July 2016 30 Sept 2018(1) 0.92 295,000 (220,000) 75,000

2 July 2014 2 July 2017 2 July 2019 1.30 875,000 (405,000) 470,000

2 July 2015 2 July 2018 2 July 2020 2.67 1,000,000 - 1,000,000

22 December 2016 31 Aug 2019 22 December 2021 3.59 1,323,730 - 1,323,730

Total 3,533,730 (665,000) 2,868,730

Weighted average exercise price $1.15 $2.82

The weighted average fair value of options granted during the year was nil (2018: nil) as there were none issued during

the year.

The weighted average share price for share options exercised during the period was $3.57 (2018: $3.90).

The weighted average remaining contractual life for share options outstanding at the end of the period was 1.68 years

(2018: 2.47 years).



60

16. Share-based payments (continued)

(d) Fair value of performance rights granted

The fair value of Total Shareholder Return (TSR) performance rights at grant date is independently determined using an

adjusted form of the Black Scholes Model which includes a Monte Carlo simulation model that takes into account the

term of the performance rights, the impact of dilution (where material), the share price at grant date and expected price

volatility of the underlying share, the expected dividend yield, the risk free interest rate for the term of the performance

rights and the correlations and volatilities of the peer group companies.

The fair value of Earnings Per Share (EPS) performance rights at grant date is independently determined using a

conventional Black Scholes Model.

Details of the assessed fair value of the performance rights as well as the model inputs for rights granted, during the year

ended 30 June 2019 and for the prior year 30 June 2018, are presented below:

2019 2018

Grant date 2 July 2018 2 July 2017

Expected vesting date 31 August 2021 31 August 2020

Measurement period 1 July 2018 to 30 June 2021 1 July 2017 to 30 June 2020

Fair value of performance rights granted – EPS rights $2.99 $3.83

Fair value of performance rights granted – TSR rights $3.03 $3.80

Share price at grant date $3.15 $4.04

Expected price volatility of the company’s shares 35% 30%

Expected dividend yield 1.75% 1.75%

Risk-free interest rate 2.06% 1.91%

The expected price volatility is based on the historic volatility (based on the life of the performance rights), adjusted for

any expected changes to future volatility due to publicly available information.

(e) Expenses arising from share-based payment transactions

2019 2018

Note $ $

Options issued under employee option plan FY16 - 152,597

Options issued under employee option plan FY17(1) (136,785) 525,079

Rights issued under employee performance rights plan FY18 451,844 451,844

Rights issued under employee performance rights plan FY19 513,524 -

8(a) 828,583 1,129,520

(1) Options associated with an EPS hurdle are not expected to vest on 31 August 2019 as the minimum performance target will not be met. Under

accounting standards, profit must be adjusted to account for the cumulative value of options expensed that will not vest.

Share-based payments

The fair value of options and rights is estimated on the grant date using an adjusted form of the Black Scholes Model.

Estimating fair value for share-based payments requires significant assumptions such as determining the most

appropriate inputs to the valuation model, including the expected life of the share option or performance right,

volatility in the share price and dividend yield.


Share-based payments

The Group operates equity-settled share-based payment employee share, options and rights schemes. The fair value

of the equity to which employees become entitled is measured at grant date and recognised as an expense over the

vesting period, with a corresponding increase to an equity account, ending on the date on which the relevant

employees become fully entitled to the award (the vesting date). The fair value of shares is measured at the market

bid price at grant date. In respect of share-based payments that are dependent on the satisfaction of performance

conditions, the number of shares, options and rights expected to vest is reviewed and adjusted at each reporting

date. The amount recognised for services received as consideration for these equity instruments granted is adjusted

to reflect the best estimate of the number of equity instruments that eventually vest.




61

Section E: Capital and Financial Risk Management

This section explains our policies and procedures applied to manage our financing and capital structure, and the

associated risks that we are exposed to. The Group manages its financial and capital structure to maximise shareholder

return, maintain an optimal cost of capital and provide flexibility for strategic investments.

17. Financial risk management

The Group is exposed to a variety of financial risks, principally related to credit, liquidity, interest rate and foreign

currency risk. The Group’s risk management framework is aligned with best practices and designed to reduce volatility

on our financial performance and to support the delivery of our business objectives. The Board has overall responsibility

for identifying and monitoring operational and financial risks.

(a) Credit risk

Nature of risk

The risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual obligations. Credit risk arises principally from the Group’s receivables from customers and our investments in debt securities.

Exposure to the risk

The Group’s maximum exposure to credit risk at balance date is the carrying amount of financial assets, net of any provisions for impairment and excluding the value of any collateral or other security.

The gross trade receivables balance at 30 June 2019 was $47,510,000 (2018: $36,741,000). The

ageing analysis of trade and other receivables is provided in note 9. As the Group undertakes

transactions with a large number of customers and regularly monitors payment in accordance with

credit terms, the financial assets that are past due but not impaired, are expected to be received.

The Group’s exposure to credit risk is affected by the regions and industries our customers operate in.

Set out below shows the concentration of our trade receivables balances by the industry they operate

in. At 30 June 2019, the acquisition of Sigma Systems substantially increased our share of customers

in the Telecommunications industry compared to the prior financial year:

How is the risk managed?

Receivables are managed on an ongoing basis. The Group does not have any material credit risk

exposure to any single debtor or group of debtors. Ageing analysis and ongoing collectability reviews

are performed and, where appropriate, an expected credit loss provision is raised. Historically, the

Group has not had any significant write-offs in our trade receivables.

The Group minimises concentrations of credit risk in relation to trade receivables by undertaking

transactions with a large number of customers. Credit quality of a customer is assessed based on a

variety of factors, including their credit ratings and financial position.

17%

62%

18%

3%

FY18

Utilities

Telecommunications

Pay TV

Other

40%

41%

16%

3%

FY19



62

17. Financial risk management (continued)

(b) Liquidity risk

Nature of risk

The risk that the Group will encounter difficulty in meeting its financial obligations as they fall due.


The table below categorises the Group’s financial liabilities into their relevant contractual maturities.

Amounts included represent undiscounted cash flows.

Note 18 provides additional details on the Group’s borrowing arrangements.


The Group’s approach is to ensure, as far as possible, that it will have sufficient liquidity to meet its

liabilities when they are due, under both normal and stressed conditions, without incurring

unacceptable losses or risking damage to the Group’s reputation.

The Group reviews its minimum levels of cash and cash equivalents on an ongoing basis, and closely

monitors rolling cash flow forecasts based on its view on the nature and timing of expected receipts

and payments. The Group has historically been able to generate and retain strong positive cash flows.

Additionally, multi-currency borrowing facilities have been arranged with the Group’s financiers to

provide increased capacity for strategic growth objectives.

Contractual maturities of financial liabilities:

Contractual cash flows $’000

Financial liabilities Note

Less than 6

months

6-12

months 1-2 years 2-3 years

Total

carrying

amount

2019

Trade and other payables 13 21,195 - - - 21,195

Bank overdraft 18 - 134 134

Lease liabilities 18, 22 92 - - - 92

Secured borrowings 18 - - - 186,327 186,327

21,287 134 - 186,327 207,748

2018

Trade and other payables 13 16,492 - - - 16,492

Lease liabilities 18, 22 55 57 90 - 202

Secured borrowings 18 - - 27,031 - 27,031

16,547 57 27,121 - 43,725

(c) Interest rate risk

Nature of risk

The risk that the fair value or the future cash flows of a financial instrument will fluctuate as a result of

changes in market interest rates.


The Group’s main exposure to interest rate risk arises from its borrowings and cash and cash

equivalents. No other financial assets or liabilities are expected to be exposed to interest rate risk.

The weighted average variable interest rate across all our borrowings at 30 June 2019 is 4.52%

(2018: 2.51%). If the interest rate were to increase or decrease by 1%, with all other variables held

constant, the impact to pre-tax profit is $354,000 (2018: $408,000) and the impact to post-tax equity(1)

is $251,000 (2018: $285,000). This impact is based on a lower level of borrowings and lower average

interest rates during most of this financial year compared to the prior year, notwithstanding the

significantly higher debt since 1 May 2019 that will increase our interest rate risk exposure for FY20.

(1) For FY19, this is calculated net of the blended effective tax rate on pre-tax profit based on where the interest-bearing debt is

located (i.e. Australia and Canada) and the prevailing corporate tax rate in each of those jurisdictions (i.e. 30% and 26.5%

respectively). For FY18, this is calculated net of the Australian corporate tax rate of 30% on pre-tax profit as most of our interest-

bearing assets and liabilities are held in Australia.


The Group ensures it has access to diverse sources of funding, including access to foreign currency

debt. The Group closely monitors its debt ratios to reduce its risk exposure to uncertainty in the global

markets if interest rates will fall or rise. Management is comfortable with the risk associated with using

variable interest rates due to the current level of borrowings.



63


(d) Foreign currency risk

Nature of risk

The risk that the fair value or future cash flows of a financial instrument or forecasted transaction will fluctuate because of changes in foreign exchange rates.


The Group operates internationally and as such has exposure to foreign currency movements. The

Group has expanded its international operations substantially in recent years to the extent that in

excess of 78% of its revenue is now earned in foreign currency designated transactions. The Group

has a number of offices located internationally and more than 82% of its work force is located

overseas and paid in foreign currencies.

Changes in foreign currency exchange rates would be limited to the revaluation of foreign currency

denominated borrowings, intercompany financing arrangements denominated in foreign currencies,

and foreign currency bank balances in the Group at market rates at balance sheet date.

The Group’s primary foreign currency exposure is to the movement in US Dollar (USD), British Pound

(GBP) and Canadian Dollar (CAD) exchange rates. At the reporting date, cash and cash equivalents

included $34.3 million (2018: $18.7 million) denominated in foreign currencies.

If the foreign currency exchange rate for our primary foreign currencies (being USD, GBP and CAD)

were to move by 10%, with all other variables held constant, the impact to our foreign currency

translation reserves (classified as equity in the statement of financial position) on translation of our

foreign currency-denominated cash and cash equivalents is as follows:

Increase / (decrease)

$’000

USD GBP CAD

2019 2018 2019 2018 2019 2018

+10% 1,141 639 339 379 78 -

-10% (1,141) (639) (339) (379) (78) -

The Group’s exposure to foreign currency changes for all other currencies and other financial

statement items is not material, as the Group has natural hedging and designated hedging

relationships in place (refer to “How is the risk managed?” for further discussion).


The Group manages its foreign currency risk by evaluating its exposure to fluctuations on an ongoing

basis.

The Group’s overseas subsidiaries transact in different functional currencies. The effects of any

exchange rate movements in respect to the net assets of our foreign subsidiaries are recognised in

the foreign currency translation reserve in equity. Accordingly, the Group has an in-built natural hedge

against major currency fluctuations and, except for significant sudden change, is protected in part by

its corporate structure against currency movements so that the impact is largely limited to the margin.

In addition, the Group holds foreign currency borrowings as part of the syndicated facility agreement

as disclosed in note 18, which have been designated as hedging instruments of the net assets of

some of the Group’s principal overseas subsidiaries in order to offset our risk exposure arising from

the translation of these subsidiaries into Australian dollars. There is no impact to the profit or loss on

the translation of the Group’s overseas subsidiaries or foreign currency borrowings to the Australian

dollar.

The Group’s subsidiaries also enter into various financing and transactional arrangements with each

other in accordance with local regulatory requirements. The Group regularly reviews these

arrangements to minimise its exposure on the translation of outstanding foreign currency-

denominated intercompany balances to the Australian dollar, which impact profit.



64


(e) Fair value measurements

Due to their short-term nature, the fair value of receivables and payables approximates their carrying amounts as

disclosed in the consolidated statement of financial position and notes to the consolidated financial statements. At 30

June 2019 and 30 June 2018, there are no assets or liabilities carried at fair value on a recurring basis.

18. Borrowings

2019 2018

Note $'000 $'000

Current

Secured

Lease liability 22 92 112

Bank overdraft 134 -

226 112

Non-current

Secured

Term facility – gross borrowings 189,543 27,031

Term facility – prepaid borrowing costs (3,216) -

Lease liability 22 - 90

186,327 27,121

The lease liability relates to IT equipment due for repayment in full by January 2020.

(a) Loan facilities

2019 2018

$'000 $'000

Loan facility 225,000 105,000

Amount utilised (189,543) (27,031)

Unused loan facility 35,457 77,969

On 1 May 2019, the Company entered into a secured A$225,000,000 syndicated multi-currency facility with its external

financiers to fund the acquisition of Sigma Systems (refer Note 24) and to provide additional funding for general

corporate and working capital purposes. This facility expires on 30 April 2022 and will be subject to renewal upon

negotiation with its external financiers. This facility replaces the Company’s previous multi-currency facility of

A$105,000,000. The facility is secured by 75% of Group assets. As at 30 June 2019 the remaining unutilised portion of

the facility is A$35,457,000.

Functional and presentation currency

The financial statements of each entity within the consolidated Group are measured using the currency of the primary

economic environment in which that entity operates. The consolidated financial statements of the Group are

presented in Australian dollars, which is the Group’s functional and presentation currency.

Foreign currency transactions and balances

Transactions in foreign currencies of entities within the consolidated Group are translated into its functional currency

at the rate of exchange ruling at the date of the transaction.

Foreign currency monetary items that are outstanding at the reporting date (other than monetary items arising under

foreign currency contracts where the exchange rate for that monetary item is fixed in the contract) are translated

using the spot rate at the end of the financial year.

All resulting exchange differences arising on settlement or re-statement are recognised in profit or loss and presented

in the Statement of Comprehensive Income for the financial year.




65

18. Borrowings (continued)

(b) Changes in liabilities arising from financing activities

2019 2018

Note $'000 $'000

Opening balance at 1 July 27,233 291

Cash flows from financing activities

Net proceeds from / (repayment of) borrowings 160,833 (4,503)

Cash flows from non-financing activities

Acquisition of subsidiary’s borrowings(1) - 29,703

Prepaid borrowing costs (3,216) -

Draw-down of overdraft facility 134 -

Non-cash changes

Effect of foreign exchange 1,569 1,742

Closing balance at 30 June(2) 186,553 27,233 (1) This was repaid in full during the previous financial year. The repayment is included in the net repayment of borrowings amount. (2) Represents long-term facility borrowings of $186,327,000 (2018: $27,031,000), bank overdraft facility of $134,000 (2018: nil) and finance lease liabilities

of $92,000 (2018: $202,000).

(c) Hedge of net investments in foreign operations

Included in borrowings at 30 June 2019 are two borrowings of US$12,000,000 and GBP £13,000,000 drawn down as

part of the A$225,000,000 syndicated multi-currency facility. Included in borrowings at 30 June 2018 are two borrowings

of US$7,000,000 and GBP £12,500,000 drawn down as part of the A$105,000,000 multi-currency facility.

Both these foreign currency-denominated borrowings have been designated as a hedge of the net investments in the

Group’s subsidiaries in the United States and the United Kingdom. The borrowings are being used to hedge the Group’s

exposure to the US$ and GBP foreign exchange risk on these investments. Gains or losses on the retranslation of the

borrowings are transferred to other comprehensive income to offset any gains or losses on translation of the net

investments in the subsidiaries.

As a result of the Group replacing its previous facility with the new syndicated facility, the Group reset the hedging

relationship for its foreign-currency denominated borrowings.

The effects of the foreign currency related hedging instruments on the Group’s financial position and performance are as

follows:

Previous $105m

debt facility

‘000

$225m syndicated

debt facility

‘000

USD

loan

GBP

loan

USD

loan

GBP

loan Total

Carrying amount of the loan – 30 June 2019 (AUD) - - 17,073 23,542 40,615

Carrying amount of the loan – 30 June 2019

(nominated currency)

- - 12,000 13,000

Hedge ratio(1) 1:1 1:1 1:1 1:1

Change in the carrying amount of loan as a result of

foreign currency movements since 1 July 2018,

recognised in OCI ($)

(11) 435 (161) (305) (43)

Change in the value of the hedged item used to

determine hedge effectiveness ($)

11 (435) 161 305 43

Average hedged rate for the year (local currency:1

AUD)

0.742 0.552 0.695 0.548

40,615

(1) The draw-down loans under the previous $105 million and current syndicated $225 million debt facilities are denominated in the same currency and

critical terms as the value of the net investment in the foreign subsidiaries that are being hedged. Therefore, the hedge ratio this year is 1:1 (2018: 1:1).

For the current syndicated debt facility, there were no repayments made to 30 June 2019. Therefore, the nominal amount

of the hedging instrument equals its carrying amount at 30 June 2019.

The impact to the foreign currency translation reserve on translation of the Group’s net investment in foreign subsidiaries

that are being hedged by the Group’s borrowings was $43,000 (2018: $934,000). Borrowing repayments made during

the year has significantly reduced the translation impact compared to the prior year. The hedging gain recognised in OCI

before tax is equal to the change in fair value used for measuring effectiveness. There is no ineffectiveness in the years

ended 30 June 2019 and 2018.



66

18. Borrowings (continued)

19. Contributed capital

(a) Issued and paid up capital

2019 2018

$'000 $'000

Ordinary shares, fully paid 138,746 136,896

The ordinary shares have no par value in accordance with the Corporations Act (2001).

(b) Movements in shares on issue

2019 2019 2018 2018

No. of Shares $'000 No. of Shares $'000

Balance at beginning of the financial year 196,648,230 136,896 181,960,344 85,350

Shares issued under the dividend reinvestment

program

350,863 1,145 373,802 1,370

Shares issued under the Employee Share Plan 45,560 170 42,480 180

Options exercised under the Executive LTI Plan 355,000 535 665,000 766

Shares issued from institutional placement - - 10,810,810 38,959

Share purchase plan offer - - 2,795,794 10,271

Balance at end of the financial year 197,399,653 138,746 196,648,230 136,896

(c) Rights of each type of share

Ordinary shares participate in dividends and the proceeds on winding up of the parent entity in proportion to the number

of shares held. At shareholders meetings, each ordinary share is entitled to one vote when a poll is called.

(d) Capital risk management

The Group’s objectives when managing capital are to safeguard their ability to continue as a going concern, so that they

can continue to provide returns for shareholders and benefits for other stakeholders and maintain an optimal capital

structure to reduce the cost of capital. In order to maintain or adjust the capital structure, the Group may adjust the

amount of dividends paid to shareholders, return capital to shareholders, issue new shares, increase debt, sell assets to

reduce debt or a combination of these activities.

Loans and borrowings

Interest-bearing loans and borrowings are initially recognised as financial liabilities at fair value net of directly

attributable transaction costs. After initial recognition, interest-bearing loans and borrowings are subsequently

measured at amortised cost using the effective interest rate (EIR) method. Gains and losses are recognised in profit

or loss when the liabilities are derecognised as well as through the EIR amortisation process.

Borrowings are classified as non-current liabilities except for those that mature in less than 12 months from the

reporting date, which are classified as current liabilities.

Borrowing costs

Borrowing costs can include interest expense calculated using the effective interest method and finance charges in

respect of finance leases. Borrowing costs are expensed as incurred except for borrowing costs incurred as part of

the construction of a qualifying asset, in which case the costs are capitalised until the asset is ready for its intended

use or sale.




67

20. Dividends

A regular dividend of 3 cents per share has been declared. This final dividend of 3 cents per share, partially franked to

2.6 cents per share, was announced to the market on 23 August 2019. The amount declared has not been recognised as

a liability in the accounts of Hansen Technologies Ltd as at 30 June 2019.

2019 2018

$'000 $'000

Dividends paid during the year (net of dividend re-investment)

4 cent per share final dividend paid 27 September 2018 – fully franked(1) 7,319

3 cent per share final dividend paid 30 September 2017 – fully franked 5,175

3 cent per share interim dividend paid 29 March 2019 – fully franked 5,318

3 cent per share interim dividend paid 29 March 2018 – fully franked 5,217

12,637 10,392

Proposed dividend not recognised at the end of the year 5,922 7,865

Dividends franking account

30% franking credits, on a tax paid basis, are available to shareholders of Hansen

Technologies Ltd for subsequent financial years 1,586 3,125 (1) The final dividend paid of 4 cents per share, franked to 4 cents, comprised of an ordinary dividend of 3 cents per share, together with a special dividend

of 1 cent per share.

The above available amounts are based on the balance of the dividend franking account at year end adjusted for:

▪ franking credits that will arise from the payment of any current tax liability;

▪ franking debits that will arise from the payment of any dividends recognised as a liability at year end;

▪ franking credits that will arise from the receipt of any dividends recognised as receivables at year end; and

▪ franking credits that the entity may be prevented from distributing in subsequent years.



68

21. Reserves and retained earnings

2019 2018

Note $'000 $'000

Foreign currency translation reserve 21(a) 23,340 16,739

Share-based payments reserve 21(b) 3,931 3,102

Retained earnings 21(c) 82,853 73,186

(a) Foreign currency translation reserve

This reserve is used to record the exchange differences arising on translation of a foreign entity.

2019 2018

Movements in reserve Note $'000 $'000

Balance at beginning of year 16,739 8,196

Net gain / (loss) on hedges of a net investment 18(c) 43 (934)

Exchange differences on translation of foreign operations 6,558 9,477

Balance at end of year 23,340 16,739

(b) Share-based payments reserve

This reserve is used to record the fair value of options and performance rights issued to employees as part of their

remuneration.

2019 2018

Movements in reserve $'000 $'000


Share-based payments expensed during the year 829 1130


(c) Retained earnings

2019 2018

Movements in retained earnings Note $'000 $'000


Effect of adoption of new accounting standards 3(a)(i) 1,984 -

Dividends declared during the year (before dividend re-investment) (13,782) (11,762)

Net profit attributable to members of Hansen Technologies Ltd 21,465 28,850




69

22. Commitments and contingencies

2019 2018

Note $'000 $'000

Operating leases (non-cancellable):

Not later than one year 6,977 5,451

Later than one year and not later than five years 18,061 13,228

Later than five years 1,420 1,163

Future minimum rentals payable at reporting date 26,458 19,842

Finance lease commitments

Not later than one year 95 121

Later than one year and not later than five years - 92

Total minimum lease payments 95 213

Less: Future finance charges (3) (11)

Present value of minimum lease payments 92 202

Lease liabilities provided for in the financial statements:

Current 18 92 112

Non-current 18 - 90

Total lease liabilities 92 202

Operating leases (non-cancellable)

The Group leases property, vehicles and IT equipment under non-cancellable operating leases expiring from one to five

years. Leases generally provide the consolidated entity with a right of renewal at which time all terms are renegotiated.

Contingent rental provisions within the property lease agreements require the minimum lease payments to be increased

by CPI per annum.

Finance lease commitments

The Group leases certain IT equipment under a finance lease expiring in less than a year. At the end of the lease term,

the Group has the option to return the assets to the lessor or to renew the lease agreements.

Contingent assets and liabilities

The Group does not have any contingent assets or liabilities as at 30 June 2019 nor at 30 June 2018.

Leases

The determination of whether an arrangement is (or contains) a lease is based on the substance of the arrangement at

the inception of the lease. The arrangement is, or contains, a lease if fulfilment of the arrangement is dependent on the

use of a specific asset or assets and the arrangement conveys a right to use the asset (or assets), even if that asset is

(or those assets are) not explicitly specified in an arrangement.

Leases are classified at their inception as either operating or finance leases based on the economic substance of the

agreement to reflect the risks and benefits incidental to ownership.

Finance leases

Leases of fixed assets, where substantially all of the risks and benefits incidental to ownership of the asset but not the

legal ownership are transferred to the consolidated entity, are classified as finance leases. Finance leases are

capitalised, recording an asset and liability equal to the present value of the minimum lease payments, including any

guaranteed residual values. The interest expense is calculated using the interest rate implicit in the lease and is

included in finance costs in the consolidated statement of comprehensive income.

Leased assets are depreciated on a straight-line basis over their estimated useful lives where it is likely the

consolidated entity will obtain ownership of the asset, or over the term of the lease. Lease payments are allocated

between the reduction of the lease liability and the lease interest expense for the period.

Operating leases

Lease payments for operating leases are recognised as an expense on a straight-line basis over the term of the lease.




70

Section F: Group Structure

This section provides information about our structure and how this impacts the Group’s results as a whole, including

parent entity information and any business acquisitions that impacted the Group’s financial position and performance.

23. Parent entity information

Presented below are the summary financial statements of the parent Company, Hansen Technologies Limited:

(a) Summarised statement of financial position

Parent Entity

2019 2018

$'000 $'000

Assets

Current Assets 1,028 740

Non-current assets 243,841 175,748

Total Assets 244,869 176,488

Liabilities

Current liabilities 2,350 1,532

Non-current liabilities 77,796 27,065

Total Liabilities 80,146 28,597

Net assets 164,723 147,891

Equity

Share capital 138,746 136,894

Accumulated profits 22,962 9,175

Share based payments reserve 3,931 2,812

Foreign currency translation reserve (916) (990)

Total equity 164,723 147,891

(b) Summarised statement of comprehensive income

Parent Entity

2019 2018

$'000 $'000

Profit for the year 27,464 12,753


Dividends of $29,000,000 (2018: $14,000,000) was paid from Hansen Corporation Pty Limited to Hansen Technologies

Limited during the financial year.

(c) Parent entity guarantees

Hansen Technologies Limited, being the parent entity, has entered into a syndicated debt facility (refer note 18) of which

Hansen Corporation Pty Limited and other subsidiaries of the Company are joint guarantors to that facility agreement. In

addition, there are cross guarantees given by Hansen Technologies Limited and Hansen Corporation Pty Limited as

described in note 27. No deficiencies of assets exist in any of these companies.

The financial information for the parent Company has been prepared on the same basis as the Group consolidated

financial statements, except as set out below:

Investments in subsidiaries

Investments in subsidiaries are accounted at cost. Dividends received from subsidiaries are recognised in the parent

entity’s Income Statement when its right to receive the dividend is established.

Where the parent Company has provided financial guarantees in relation to loans and payables of subsidiaries for no

compensation, the fair value of these guarantees is accounted for as contributions and recognised as part of the cost

of the investment.




71

24. Business combinations

Acquisition of Sigma Systems

On 1 June 2019, the Company’s subsidiary, Hansen Technologies Canada Inc., acquired 100% of the partnership units

of Sigma Systems GP and the shares of Sigma Systems Canada Inc., both of which wholly own and control the

partnership units of Sigma Systems LP and its controlled entities (collectively known as ‘Sigma’). Sigma is a leading

global provider of catalogue-driven software products for telecommunications, media and technology companies. Sigma

is based in Toronto, Canada, but has customers operating across all regions of the world. The acquisition significantly

expands the Group’s scale and scope in the telecommunications sector, builds on the Group’s global presence and

provides opportunities for cross-selling products into the Group’s existing market verticals.

Details of the purchase consideration

$'000

Cash paid 163,830

Total purchase consideration 163,830

As at 30 June 2019, the fair values of the identifiable assets and liabilities acquired as at the date of acquisition are still

provisional in light of the timing of the transaction. The acquisition accounting will be finalised within 12 months of the

acquisition date, in line with accounting standards. Provisional identifiable net assets and liabilities acquired are detailed

below:

Provisional

fair value

$'000

Assets acquired:

Receivables 13,163

Accrued revenue 19,137

Prepayments and other current assets 5,294

Plant and equipment 970

Current tax receivable 741

Total assets acquired 39,305

Liabilities acquired:

Payables 2,377

Accruals and provisions 3,121

Unearned revenue 7,516

Deferred tax liability 2,057

Total liabilities acquired 15,071

Net identifiable assets acquired 24,234

Add:

Customer contracts 65,898

Technology 17,727

Brand name 9,563

Deferred tax liability (24,693)

Goodwill arising on acquisition 66,662

Total purchase consideration, net of cash acquired 159,391

Goodwill arose on the acquisition of Sigma due to the combination of the consideration paid for the business and the net

assets acquired, less values attributed to other intangibles in the form of customer contracts, trade names and

technology. The value of goodwill represents the strong positioning of Sigma in the telecommunications market, and

includes the future benefit arising from the expected future earnings, synergies with the Group’s products and operations

and personnel assumed via the acquisition. None of the goodwill is expected to be deductible for tax purposes.

The fair value of trade receivables approximates the gross contractual amount of trade receivables, due to the short-term

nature and maturity of the trade receivables.

Transaction costs

Transaction costs of $2,063,000 were incurred in relation to the acquisition. These costs are identified as a separately

disclosed item for this year’s results. Refer to note 4 for further information.



72

24. Business combinations (continued)

Contribution since acquisition

Since the acquisition date of 1 June 2019, Sigma has contributed total revenue of $4,968,000 and a loss before tax of

$1,073,000, which is included within the Group’s consolidated results. However, it is important to note that viewing this

single month’s performance in isolation is not reflective of the ongoing performance of the acquired business.

Deferred remuneration

Separate to the business combination in accordance with accounting standards, an additional $2,235,000 has been paid

and held in escrow as deferred remuneration for certain executives of Sigma. Release of the amounts from escrow are

contingent on continuous employment with the combined Group. This is included as part of “Other non-current assets” in

the Group’s consolidated statement of financial position as the deferred remuneration is not expected to be realised

within 12 months of the balance sheet date.

Analysis of cash flows on acquisition

$'000

Outflow of cash to acquire subsidiary, net of cash acquired

Cash consideration 163,830

Less: Cash balance acquired (4,439)

Net cash outflow – investing activities 159,391

Business combinations

A business combination is a transaction or other event in which an acquirer obtains control of one or more

businesses and results in the consolidation of the assets and liabilities acquired. Business combinations are

accounted for by applying the acquisition method.

The consideration transferred is the sum of the acquisition-date fair values of the assets transferred, equity

instruments issued, or liabilities incurred by the acquirer to former owners of the acquiree. Deferred consideration

payable is measured at its acquisition date fair value. At each reporting date subsequent to the acquisition,

contingent consideration payable is measured at its fair value with any changes in the fair value recognised in profit

or loss unless the contingent consideration is classified as equity, in which case the contingent consideration is

carried at the acquisition-date fair value.

Goodwill is recognised initially at the excess of: (a) The aggregate of the consideration transferred, the fair value of

the non-controlling interests and the acquisition date fair value of the acquirers previously held equity interest; over

(b) the net fair value of the identifiable assets acquired and liabilities assumed.

Acquisition-related costs are expensed as incurred.


Business combinations

The Group is required to determine the acquisition date and fair value of the identifiable net assets acquired,

including intangible assets such as brands, customer relationships, software and liabilities assumed. The estimated

useful lives of the acquired amortisable assets, the identification of intangibles and the determination of the indefinite

or finite useful lives of intangible assets acquired are assessed based on management judgement. The Group

reassesses the fair value of net assets acquired a year after the acquisition date and judgment is required to ensure

that any adjustments made reflect new information obtained about facts and circumstances that existed as of the

acquisition date. The adjustments made to fair value of net assets are retrospective in nature and have an impact on

goodwill recognised on acquisition.




73

Section G: Other disclosures

This section includes other disclosures not included in the other sections, for example the Group’s auditor’s

remuneration, related parties, impact of new accounting standards not yet effective and subsequent events.

25. Related party disclosures

(a) List of controlled entities

The Group’s consolidated financial statements include the financial statements of Hansen Technologies Limited and the

controlled entities below:

Ordinary Share

Entity Interest

2019 2018

Name Note Country of

Incorporation % %

Parent entity

Hansen Technologies Limited Australia

Subsidiaries of Hansen Technologies Limited

Hansen Corporation Pty Limited Australia 100 100

Hansen Corporation Investments Pty Limited Australia 100 100

Hansen Holdings (Asia) Pty Limited Australia 100 100

Utilisoft Pty Limited Australia 100 100

Hansen Technologies (Shanghai) Company Limited China 100 100

Hansen Technologies Denmark A/S Denmark 100 100

Hansen Technologies CIS Finland Oy (fka. Enoro CIS Finland Oy) Finland 100 100

Hansen Technologies Finland Oy (fka. Enoro Oy) Finland 100 100

PEP Finland Oy Finland 100 100

Enercube Oy Finland Filial Finland 100 100

Hansen Customer Support India Private Limited India 100 100

Enoro B.V. Netherlands 100 100

Hansen New Zealand Limited New Zealand 100 100

Hansen Technologies Holdings AS (fka. Enoro Holding AS) Norway 100 100

Hansen Technologies Norway AS (fka. Enoro AS) Norway 100 100

Hantech Singapore Pte Limited 1 Singapore 100 100

Hansen Technologies Sweden AB (fka. Enoro AB) Sweden 100 100

Enoro AG Switzerland 100 100

Hansen Corporation Europe Limited United Kingdom 100 100

Hansen Holdings Europe Limited United Kingdom 100 100

Hansen Billing Solutions Limited United Kingdom 100 100

Hansen Solutions LLC United States 100 100

Hansen Technologies North America, Inc. United States 100 100

Hansen ICC, LLC United States 100 100

Hansen Banner, LLC United States 100 100

Peace Software Inc. United States 100 100

Hansen Technologies Vietnam LLC Vietnam 100 100

Hansen Technologies Canada, Inc. 2 Canada 100 -

Sigma Systems Canada Inc. Canada 100 -

Sigma Systems Canada LP Canada 100 -

Sigma Canada Holdings Inc. Canada 100 -

Sigma Systems GP Inc. Canada 100 - (1): Notice has been provided on 30 April 2019 to voluntarily deregister and liquidate Hantech Singapore Pte Limited. At 30 June 2019, this company has

not yet been formally liquidated; however, it is expected that the liquidation process will be completed after 30 June 2019. (2): Established and registered on 17 April 2019 as a wholly-owned subsidiary of the Group.



74

25. Related party disclosures (continued)

Ordinary Share

Entity Interest

2019 2018

Name Note Country of

Incorporation % %

Subsidiaries of Hansen Technologies Limited (cont.)

Sigma OSS Systems India Private Limited India 100 -

Sigma Systems Japan K.K. Japan 100 -

Sigma Systems (U.K.) Limited United Kingdom 100 -

Sigma Systems (Wales) Limited United Kingdom 100 -

Sigma Systems Group (USA) Inc. United States 100 -

(b) Transactions with key management personnel of the entity or its parent and their

personally related entities

The terms and conditions of the transactions with Directors and their Director-related entities were no more favourable

than those available, or which might reasonably be expected to be available, on similar transactions to non-Director-

related entities on an arm’s length basis.

The following table provides the total amount of transactions that were entered into with related parties in respect of

leased premises for the relevant financial year:

2019 2018

$ $

A related party to Andrew Hansen – lease rental payments 2,042,237 1,373,421

Foreign subsidiaries

Subsidiaries that have a functional currency different to the presentation currency of the Group are translated as

follows:

▪ assets and liabilities are translated at year-end exchange rates prevailing at that reporting date;

▪ income and expenses are translated at actual exchange rates or average exchange rates for the period, where

appropriate; and

▪ all resulting exchange differences arising on translation of foreign operations are transferred directly to the

Group’s foreign currency translation reserve as a separate component of equity in the balance sheet.

Exchange differences arising on the reduction of a foreign subsidiary’s equity continues to be recognised in the

Group’s foreign currency translation reserve until such time that the foreign subsidiary is disposed of.




75

26. Auditor’s remuneration

The auditor of the Group for the year ended 30 June 2019 is RSM Australia Partners.

2019 2018

$ $

(a) Amounts paid and payable to RSM Australia Partners for:

(i) Audit and other assurance services

– an audit and/or review of the Financial Report of the entity and any

other entity in the consolidated entity 279,000 303,430

(ii) Other non-audit services


– compliance services - -

- -

Total remuneration of RSM Australia Partners 279,000 303,430

(b) Amounts paid and payable to related practices of RSM Australia Partners for:


– an audit and/or review of the Financial Report of the overseas entities

in the consolidated entity 365,023 202,317


– taxation services 52,349 13,493

– compliance services 14,709 3,034

67,058 16,527

Total remuneration of network firms of the auditor 432,081 218,844

(c) Amounts paid and payable to non-related auditors for:


– an audit and/or review of the Financial Report of the entity and any

other entities in the consolidated entity - 284,148



– compliance services - 8,302

- 8,302

Total remuneration of non-related auditors - 292,450

Total auditors’ remuneration 711,081 814,724



76

27. Deed of cross guarantee

Hansen Technologies Limited and Hansen Corporation Pty Limited are parties to a deed of cross guarantee under which

each company guarantees the debts of the other. By entering into the deed, the wholly-owned entities have been

relieved from the requirement to prepare a financial report and directors’ report under ASIC Corporations (Wholly-owned

Companies) Instrument 2016/785 issued by the Australian Securities and Investments Commission.

The above companies represent a ‘closed group’ for the purposes of the Class Order, and as there are no other parties

to the deed of cross guarantee that are controlled by Hansen Technologies Ltd, they also represent the ‘extended closed

group’.

(a) Consolidated statement of comprehensive income

Set out below is a consolidated statement of comprehensive income for the year ended 30 June 2019 of the closed

group consisting of Hansen Technologies Limited and Hansen Corporation Pty Limited (“the Closed Group”).

2019 2018

$'000 $'000

Revenue 49,380 48,734

Other income 17,951 19,354


Employee benefit expenses (27,429) (27,374)

Depreciation expense (1,219) (1,305)

Amortisation expense (2,691) (2,808)

Property and operating rental expenses (2,698) (2,871)

Contractor and consultant expenses (142) (1,037)

Software licence expenses (1,216) (1,902)

Hardware and software expenses (3,916) (1,688)

Travel expenses (1,187) (1,199)

Communication expenses (618) (684)

Professional expenses (370) (919)

Finance cost (1,677) (772)

Other expenses (2,608) (567)

Total expenses (45,771) (43,126)

Profit before income tax 21,560 24,962

Income tax expense (3,631) (4,167)

Profit after income tax 17,929 20,795

Other comprehensive income/(expense)

Items that may be reclassified subsequently to profit and loss

Net gain/(loss) on hedges of net investments 63 (1,015)

Other comprehensive income/(expense) for the year 63 (1,015)




77

27. Deed of cross guarantee (continued)

(b) Consolidated statement of financial position

Set out below is a consolidated statement of financial position as at 30 June 2019 of the Closed Group:

2019 2018

$'000 $'000

Current assets Cash and cash equivalents 5,371 4,577

Receivables 7,913 6,659

Accrued revenue 1,956 966

Other current assets 1,154 1,857

Total current assets 16,394 14,059

Non-current assets

Plant, equipment & leasehold improvements 2,858 3,371

Intangible assets 23,871 22,503

Other non-current assets 221,904 180,623

Deferred tax assets 2,968 2,953


Total assets 269,771 223,509

Current liabilities

Payables 6,401 3,809

Current tax payable 130 73

Provisions 6,067 5,739

Unearned income 4,469 6,158

Total current liabilities 17,067 15,779

Non-current liabilities

Deferred tax liabilities 3,011 2,555

Borrowings 77,399 27,031

Other non-current liabilities 2,377 15,131

Provisions 189 173

Total non-current liabilities 82,976 44,890


Net assets 169,728 162,840

Equity

Share capital 138,746 136,895

Reserves (498) (1,388)

Retained earnings 31,480 27,333

Total equity 169,728 162,840

(c) Summary of movements in consolidated retained earnings of the Closed Group

2019 2018

Note $’000 $’000

Retained earnings at the beginning of the year 27,333 21,055

Profit for the year 27(a) 17,929 20,795

Dividends declared 21(c) (13,782) (14,517)

Retained earnings at the end of the year 31,480 27,333



78

28. New and amended accounting standards and interpretations

(a) Adoption of new and amended accounting standards that are first operative at 30

June 2019

The Group has adopted the following new and amended accounting standards, applicable and effective for the financial

year beginning 1 July 2018:

▪ AASB 9 Financial Instruments

▪ AASB 15 Revenue from Contracts with Customers

▪ AASB 2016-5 Classification and Measurement of Share-based Payment Transactions

▪ AASB 2017-1 Annual improvements 2014-2016 cycle and Other Amendments

▪ AASB Interpretation 22 Foreign Currency Transactions and Advance Consideration

Note 3(a) discloses and describes the impact from the adoption of AASB 15.

As previously disclosed in the Group’s 30 June 2018 financial report, there were no material impacts arising from the

Group’s adoption of AASB 9. The Group’s significant accounting policies and disclosures have been updated to reflect

changes arising from the application of AASB 9.

Other amendments did not have any material impact on the Group’s financial results or financial position.

(b) Accounting standards and interpretations issued but not operative at 30 June 2019

The following new and revised accounting standards and interpretations have been issued by the Australian Accounting

Standards Board at the reporting date, which are considered relevant to the Group but are not yet effective. The

Directors’ assessment of the impact of these standards and interpretations is set out below:

(i) AASB 16 Leases

The new leases standard replaces AASB 117 and Interpretation 4 and will result in almost all leases being recognised on

the balance sheet, as the distinction between operating and finance leases is removed. The new standard requires the

recognition of an asset (the right to use the leased item) and a financial liability reflecting future lease payments. The only

exceptions are short-term and low-value leases. A lessee measures right-of-use assets similarly to other non-financial

assets and lease liabilities similar to other financial liabilities.

Group’s assessment performed to date

As at 30 June 2019, the Group has non-cancellable operating lease commitments of $26.6 million (refer to note 22).

Under AASB 16, the present value of these commitments would potentially be shown as a liability on the balance sheet

together with an asset representing its right-of-use. Ongoing lease payments currently presented as an operating

expense will be split between depreciation and interest expense.

The Group has identified a number of leases that are expected to be impacted by AASB 16. These are predominantly

our long-term non-cancellable property leases for our office buildings, but also include several equipment rental and IT

service arrangements, some of which did not previously qualify as a lease under AASB 117 and Interpretation 4. Work to

date has focused on reviewing these contracts to understand the areas that are expected to have the greatest potential

risk of impact and to identify any resulting differences from existing Group accounting policies. The Group is currently in

the process of updating accounting policies, internal and regulatory reporting requirements, and associated business

processes and controls to support compliance with the new lease standard across the Group.

The Group anticipates that some of our lease arrangements will be covered by the short-term lease exemption, as well

as the low-value lease exemption.

The Group will first apply AASB 16 on 1 July 2019 and will first report under the new standard for the 30 June 2020

financial year. The Group will adopt the modified retrospective approach on transition, where the cumulative effect of

initially applying the standard will be recognised as an adjustment to the opening balance of retained earnings on 1 July

2019, with no restatement of comparative information.

The Group will adopt the various practical expedients available on transition, one of which is to grandfather existing lease

classifications to the new lease standard and recognise a right-of-use asset equal to the lease liability at 1 July 2019.



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28. New and amended accounting standards and interpretations (continued)

As a result of the Group’s assessment to date, considering the various practical expedients available on transition, the

Group’s current estimate is that:

▪ Total assets and total liabilities will increase by approximately $27 million to $28 million, representing the present

value of lease payments over the non-cancellable lease term, as well as any estimates the Group has applied over

the likelihood of exercise of renewal options and early termination options.

▪ Reported net profit before tax will decrease by approximately $0.5 million for the first year, representing a reduction

in operating rental expense, partially offset by increases to interest expense on the lease liability and depreciation of

the right-of-use asset. However, over the life of the lease term, there will not be a material impact to net profit before

tax.

There will also be a change to the presentation of cash flows, where it is expected there will be a corresponding increase

to our operating cash flows, offset partially by a decrease to our financing cash flows.

(ii) AASB Interpretation 23 Uncertainty over Income Tax Treatments

The Interpretation clarifies the application of the recognition and measurement criteria in AASB 112 Income Taxes when

there is uncertainty over income tax treatment. The Interpretation requires the Group to assess its provisions for

uncertain tax positions based on either a probability-weighted average approach for tax issues in which there are a wide

range of possible outcomes, or the most likely amount approach for tax issues in which there is a binary outcome.


The Group has performed a preliminary assessment of the requirements of this Interpretation. Whilst the Group operates

in multiple tax jurisdictions globally, its impact will not be material. The Group will first apply AASB Interpretation 23 on 1

July 2019.

(iii) AASB 2018-6 Amendments to Australian Accounting Standards: Definition of a Business

This amendment amends the definition of a business in AASB 3 Business Combinations. The amendments clarify the

minimum requirements for a business, remove the assessment of whether market participants are capable of replacing

missing elements, add guidance to help entities assess whether an acquired process is substantive, narrow the

definitions of a business and of outputs, and introduce an optional fair value concentration test.


The Group notes that it is not required to revisit business combinations that occurred in prior periods to determine

whether these satisfy the new definition of a business. Accordingly, the Group does not believe that its impact will be

material. The Group will first apply the revised definition of a business in AASB 3 on 1 July 2020.

(iv) Amendments to the Conceptual Framework

The IASB has issued amendments to the Conceptual Framework to apply the new definition and recognition criteria to

assets and liabilities, and introduces new concepts regarding the measurement, presentation and disclosure and

derecognition of assets and liabilities.

The AASB is currently working through the application issues for Australian entities, specifically the implications of the

revised Conceptual Framework on the Australian-specific reporting entity concept. However, initial application is planned

for publicly accountable for-profit entities with annual periods commencing after 1 January 2020, in line with the IASB’s

effective date.


The Group has not commenced assessment of the impact of the amendments to the Conceptual Framework. A

preliminary assessment will be performed before the proposed effective date of 1 July 2020 for the Group.

(v) Other pronouncements and accounting standards

Other recently issued standards and interpretations have been issued at the reporting date but are not yet effective. The

Group has not yet completed the assessment of the impact of these standards and interpretations. However, the Group

does not expect other recently issued accounting standards and interpretations to have a material impact on the Group’s

consolidated results, financial position or cash flows upon adoption.



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29. Subsequent events

Please refer to note 20 for the final dividend recommended by the directors, to be paid on 26 September 2019.

There has been no other matter or circumstance, which has arisen since 30 June 2019 that has significantly affected or

may significantly affect:

(i) the operations, in financial years subsequent to 30 June 2019, of the Group; or

(ii) the results of those operations; or

(iii) the state of affairs, in financial years subsequent to 30 June 2019, of the Group.


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DIRECTORS' DECLARATION

The Directors declare that the financial statements and notes set out on pages 29 to 80, in accordance with the

Corporations Act 2001:

(a) comply with Accounting Standards and the Corporations Regulations 2001, and other mandatory professional

reporting requirements;

(b) as stated in Note 1(a), the consolidated financial statements of the Group also comply with International

Financial Reporting Standards; and

(c) give a true and fair view of the financial position of the consolidated entity as at 30 June 2019 and of its

performance for the year ended on that date.

In the Directors’ opinion there are reasonable grounds to believe that Hansen Technologies Limited will be able to pay its

debts as and when they become due and payable.

At the date of this declaration, there are reasonable grounds to believe that the members of the extended closed group

identified in note 27 will be able to meet any obligations or liabilities to which they are, or may become, subject by virtue

of the deed of cross guarantee described in note 27.

This declaration has been made after receiving the declarations required to be made by the Chief Executive Officer and

Chief Financial Officer to the Directors in accordance with sections 295A of the Corporations Act 2001 for the financial

year ended 30 June 2019.

This declaration is made in accordance with a resolution of the Directors.

David Trude Andrew Hansen

Director Director

Melbourne

23 August 2019


INDEPENDENT AUDITOR’S REPORTTo the Members of Hansen Technologies Limited

Opinion

We have audited the financial report of Hansen Technologies Limited (the Company) and its Controlled Entities (the Group), which comprises the consolidated statement of financial position as at 30 June 2019, the consolidated statement of comprehensive income, the consolidated statement of changes in equity and the consolidated statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies, and the directors' declaration.

In our opinion the accompanying financial report of the Group is in accordance with the Corporations Act 2001, including:

(i) giving a true and fair view of the Group's financial position as at 30 June 2019 and of its financialperformance for the year then ended; and

(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Report section of our report. We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board's APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We confirm that the independence declaration required by the Corporations Act 2001, which has been given to the directors of the Company, would be in the same terms if given to the directors as at the time of this auditor's report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Key Audit Matters

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial report of the current period. These matters were addressed in the context of our audit of the financial report as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

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June

Key Audit Matter How our audit addressed this matter

Recognition of RevenueRefer to Note 3 in the financial statements

Revenue recognition was considered a key audit matter, as it is complex and involves significant management judgements.

The Group’s revenue is primarily derived from the provision of billing solution services to customers, maintenance and support , and licences. Revenue determined for some of the service contracts is based on stage of completion, calculated on the proportion of total costs incurred at the reporting date compared to management’s estimation of the total costs of the contract.

Impairment of Intangible AssetsRefer to Note 12 in the financial statements

The Group has net book value goodwill of $222 million in respect of acquisitions of subsidiaries as at 30 June 2019. We identified this area as a Key Audit Matter due to the size of the goodwill balance, and because the directors’ assessment of the ‘value in use’ of the cash generating unit (“CGU”) involves significant judgements about the future underlying cash flows of the business, discount rates and terminal growth applied.

For the year ended 30 June 2019 management have performed an impairment assessment over the goodwill balance by:

• calculating the value in use for the CGU using adiscounted cash flow model. The model used cashflows (revenues, expenses and capital expenditure) for the CGU for 5 years, with a terminal growth rate applied to the 5th year. The cash flows were then discounted to net present value using the Company’s weighted average cost of capital (WACC); and

• comparing the resulting value in use of the CGU toits respective book value.

Management also performed a sensitivity analysis over the value in use calculations, by varying the WACC and other assumptions.

Our audit procedures in relation to the recognition of revenue included:

• Assessing whether the Group’s revenue recognitionpolicies were in compliance with AustralianAccounting Standards;

• Evaluating and testing the operating effectivenessof management’s controls related to revenuerecognition;

• For a sample of revenue transactions,substantiating transactions by agreeing to supporting documentation, including contracts with customers;

• For a sample of revenue transactions that wererecognised on a percentage of completion basis,our testing included:– Agreeing the contract price and variations to

customer contracts;– Assessing management’s estimate of costs to

complete; and– Assessing whether the project was within

budgeted margin.• Reviewing sales transactions before and after year-

end to ensure that revenue was recognised in thecorrect period; and

• Reviewing large or unusual transactions during thefinancial year.

Our audit procedures in relation to management’s impairment assessment involved the assistance of our Corporate Finance team where required, and included:

• Assessing management’s determination that thegoodwill should be allocated to a single CGU based on the nature of the Group’s business and the manner in which results are monitored andreported;

• Assessing the valuation methodology used;• Challenging the reasonableness of key

assumptions, including the cash flow projections,exchange rates, discount rates, and sensitivitiesused; and

• Checking the mathematical accuracy of the cashflow model, and reconciling input data to supportingevidence, such as approved budgets and considering the reasonableness of these budgets.

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Key Audit Matter How our audit addressed this matter

Capitalisation of Software Development CostsRefer to Note 12 in the financial statements

At 30 June 2019, the Group’s balance sheet includes capitalised software development costs of $26.0 million, of which $10.9 million has been capitalised during the financial year.

The calculation of the software development costs involves significant judgement in respect of factors such as, probability of future economic benefits and accuracy of inputs such as wage rate and overhead calculations.

We identified this as a key audit matter due to the judgement involved in capitalising software development costs, in particular when capitalising wages and overheads.

Acquisition of Sigma SystemsRefer to Note 24 in the financial statements

During the year the Group acquired Sigma Systems (“Sigma”) for a gross purchase consideration of $164 million. Management considered this to be a significant acquisition for the Group.

This was considered a key audit matter as the accounting for this transaction is complex and involves significant judgement in applying the accounting standards. This includes determining the fair value of acquired assets and liabilities, in particular determining separately the identifiable intangible assets on acquisition such as customer contracts, technology, brand name and also the goodwill.

Other Information

Our audit procedures in relation to capitalised research and development included:

• Assessing the appropriateness of the group policyfor capitalisation of software development costs is inaccordance with the accounting standards.

• For a sample of projects that had been capitalisedduring the year;– Challenging management on the basis for

capitalisation and expected future benefits;– Substantiating wage rates used in capitalisation

to payroll details of employees in thedevelopment team; and

– Agreeing overhead allocation of fixed costs;• Reviewing projects for any indicators of impairment;• For a sample of projects previously capitalised,

reviewing sales of products during the year toensure no indicators of impairment; and

• Testing the mathematical accuracy of theamortisation of previously capitalised amounts inline with the Group Policy.

Our audit procedures in relation to the acquisition of Sigma included:

• Reviewing the sale and purchase agreements tounderstand the key terms and conditions;

• Substantiating the purchase consideration to thesigned purchase agreements and to bankstatements;

• Evaluating the assumptions and methodology inmanagement’s models, such as forecast revenues,operating costs and contributory assets used todetermine the value of customer contracts;

• Assessing the consolidated entity’s determination ofthe fair value of the remaining assets and liabilities,having regard to the completeness of assets andliabilities identified;

• In conjunction with our Corporate Finance team,evaluating the work of the independent expert inrespect of the purchase price allocation, includingthe identifiable intangible assets and the goodwill onacquisition; and

• Assessing the adequacy of the Group’s disclosuresin respect of business acquisitions.

The directors are responsible for the other information. The other information comprises the information included in the Group's annual report for the year ended 30 June 2019, but does not include the financial report and the auditor's report thereon.

Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon.

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Other Information (Continued.)

In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, considerwhether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit orotherwise appears to be materially misstated.

If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the Directors for the Financial Report

The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view inaccordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the directorsdetermine is necessary to enable the preparation of the financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the directors are responsible for assessing the ability of the Group to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.

Auditor's Responsibilities for the Audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from materialmisstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian AuditingStandards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and areconsidered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/auditors_responsibilities/ar1.pdf.This description forms part of our auditor's report.

Report on the Remuneration Report

Opinion on the Remuneration Report

We have audited the Remuneration Report included in the directors' report for the year ended 30 June 2019.

In our opinion, the Remuneration Report of Hansen Technologies Ltd, for the year ended 30 June 2019, complies with section 300A of the Corporations Act 2001.

Responsibilities

The directors of the Company are responsible for the preparation and presentation of the Remuneration Report in accordancewith section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing Standards.

RSM AUSTRALIA PARTNERS

J S CROALLPartner

Dated: 23 August 2019Melbourne, Victoria

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http://www.auasb.gov.au/auditors_responsibilities/ar1.pdf

hansen technologies fy19 appendix 4e and financial report

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